National Skill Mission

Proposed Intervention by Centum Learning Limited(Bharti Group Company)

1. Background

India is on a critical inflexion point in its history. On one hand, India is demographically perched to be able to reap the benefits of a young society, while on the other, the same youth, unless provided with education and opportunities, could lead a huge social unrest and upheaval.

In order to enable India’s ascent as the ‘Skill Capital of the World’, it is imperative to create a vehicle to vocationally skill Indian youth, with special focus on rural and semi-urban youth, so as to create inclusive growth.

Education and skill development – A vision for India@75

1. India achieves 100% functional literacy2. India builds 700 million globally employable workforce, comprising 200 million

university graduates and 500 million vocationally skilled people3. India develops world class infrastructure to become a global hub for knowledge

creation, talent development and entrepreneurial incubation4. India sets global standards and becomes a scale provider of value based learner-centric

education, skills development and professional educators through industry partnerships

2. Our Value Proposition

In lieu of Government’s noble and expansive agenda to skill 500 million youth, there is a need to address the same by creating scale and standard of operation and creating a paradigm shift in which vocational skilling is done in the country. The Bharti Group that stands for ‘Brave Actions & Big Transformations’ has embarked on a skill mission project, and has proposed a

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partnership in a JV mode with the National Skill Development Corporation (NSDC) through its Learning Company – Centum Learning Limited.

This proposed JV, which is in the process of being incorporated as WorkSkills India Ltd, is propositioning to operationalize the National Skill Mission Agenda and create employability through skilling youth. These skills will create livelihood opportunities for the youth, in the rural and semi-urban India.

The highlights of the proposed PPP project are as follows:

1. Entity: SPV for profit, self-sustainable2. Equity participation: Centum and NSDC, in the ratio of 73%:27% respectively 3. Funding: Debt (Soft Loan) from NSDC and equity contribution of respective partners4. Entity Philosophy: New age Corporation with Social Heart and Business Mind5. Mission: Skill Rural Youth for employability. R=G, Resources are global6. Philosophy: ,

a. Partnering institutions, industry bodies and organizations towards creating a large-scale, globally deployable skilled workforce

b. Inclusion at all levels across India to broad-base the gains of National Skill Mission

c. Financial inclusion through scholarships offered to the weaker sections of society 7. Goal : Skill 115 lakh rural / semi-urban youth in the next 10 years, and provide

placement support (wage employment within SME sector / self-employment)8. Sectors: Retail, Telecom, Automobile, Hospitality, (Security services, housekeeping,

travel & tourism), Healthcare, Building & Construction.9. Geographic Reach: Ramp-up to 11 States and 382 Districts within the next 4 years and

then maintain consistency of reach.

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3. Deployment Model

Partnerships with Institutions / Industry Associations / Government Bodies / Individuals

Map to Industry Requirements

Engage with the Youth at the Village level

Training Strategy & Certification Process

Technology interface to Scale and Standardize

Job Requirements

Jobs to Certified Youth

Com

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Trai

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Creating Employability

Franchise Model for Operations to create Scale and Ramp-Up capability

The skill mission deployment would include the following 3 three core pillars:

3.1 Community Mobilization & ParticipationThe key element in the success of the skill mission is community participation and mobilization, to ensure the youth, women, under privileged, minorities and backward communities become a part of the skill development movement.

Community participation would take the people a step beyond just utilization of services and being passive users, to a level where they would want to be a part of the skill development for the future of their family and community. Likewise, Community Mobilization would bring together and empower members of the community from various sectors to raise awareness on and demand for the skill development programme. It would facilitate change and development, taking into account the felt needs of the community and lead to community organization, in such a way that they would identify and prioritize their needs and objectives, develop

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confidence and achieve them by aligning to the skill development programme, through cooperative and collaborative attitude, practices and community participation.

3.1.1 Our Community MembersIdentifying key community members would enable us in reaching out to the youth and the other beneficiaries of the skill mission. Community member or influencers would enable us in creating awareness and in sanctifying the “Skills for employability” mission of the government.Some of the community member who would help us in community participation and mobilization are as follows:

3.1.2 Benefits of Robust Community Participation & MobilizationAn effective and robust Community Participation and Mobilization strategy would impact the skill mission in the following ways:

Provide community infrastructure – post office, health centre, etc, thereby maximizing the use of community resources

Ensure smooth functioning of the programme Ensure reach and increase in utilization Create an Ownership of the programme Bring the Youth forward Advocacy of the skill mission in the community Motivate and encourage parents to send their children Help the skill mission in identifying potential beneficiaries for the delivery of services

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Organise meetings of skill mission representatives with local village leaders, Sarpanch and other influential people

Help in the successful implementation and to monitor the on ground progress Create demand for skill development programmes Act as a pressure group in smooth functioning of the programme and centres Create equal partnership and mutual respect between the community and external

facilitators & build capacity and ensure sustainability

The following sub sections will detail the set up for the mobilization phase of this initiative.

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3.2 Training ExecutionThe training program would be deployed using a hub and spoke model. Execution will be decentralized through State Implementation Partners (franchisees). However, Quality assurance, maintaining high standards of mobilization, training and placement will be the sole accountability of the JV, which will deploy it through stringent audit, measurement and control mechanism.

The details of the model and the organization structure are described in the proposal.

Head Office

East Region

WestRegion

South Region

NorthRegion

State*

State*

State*

Dist.

Dist.

Dist.

Dist.

Franchisee ManpowerJV Manpower

* State includes JV State Office and Franchisee Operations

The highlights of Training execution are as follows. The following illustration depicts the activities involved in training the participants.

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3.2.1 Training Content CreationContent for the skill mission would be created, by acquiring raw content, discussions, creating TEMs (Task Execution Manuals), RLPs (Role-based Learning Paths), by working with the user group, etc. from the following channels:

Indian Industry Partners Best in Class Content from Global partners In-house content

The training programmes would be delivered by employing diverse learning methodologies such as:

o Instructor led trainingo Simulations & Games, Role plays, etco Video based learningo Experiential Learningo Technology enabled Learning

3.2.2 Training CoursesThe following programmes will be launched in the phase 1 (upto 4 years) of the project implementations. Other programmes, within these sectors, will be constantly identified given the market feedback and requirements:

Sno Sector Proposed Course

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1. Automobile Foundation Course - 2 Wheeler Mechanics Foundation Course - 4 wheeler Mechanics Advanced Course – 2 Wheeler Mechanics Advanced Course – 4 Wheeler Mechanics

2. Organized Retail Basic Selling Skills – Distribution Sales Basic Selling Skills – Direct Sales Retail Selling @ Store Customer Service Skills @ Store Supervisory skills for Sales Manager Sales and Distribution Management

3. Telecom Tower Maintenance Program Basics for Installation and Fault repair Handset Sales and Repair Course

4. Building and Construction

Basics Course for Plumbers Basics Course for Carpenters Basics Course for Electricians Basic Course for Masons Advanced Course for Electricians

5. Health Care Training Course for Hospital Housekeeping staff / Ward boys

Training for para-medical support staff / nursesNote: The JV would also include other courses such as Hospitality, Travel & Tourism, Security Guards, etc

3.2.3 Mode of InstructionWe would deploy the training through the following modes of instruction depending on the course, audience profile and location of participants:

Instructor-led Training (ILT) Technology Enabled Learning (TEL) Blended Learning – this would be a mix of ILT and TEL

3.2.4 Training LocationThe training programs would be carried out at the following location(s), depending on availability and the access possibilities for the youth in the catchment areas. Given the diverse geographic and social constraints, adhering to one type of training location may not be possible; hence, the following would be the consideration set: Confidential

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Government Schools at the village level Industrial Training Institutes (ITI) Block / District level Community Centers Skill Development Centers (SDCs) of JV franchisees – as per the deployment plan E-kiosk centers set up under the National e-Governance Plan (NeGP)

3.2.5 Course DurationEach course would be run for a period of three months. This would include, on an average, 50:50 coverage through Classroom training and On the Job training through Internship.

3.2.6 Training Class CompositionThrough this training intervention the JV also intends to break some prevalent social myths to establish an environment of learning and growth. For this purpose it would be the endeavour of the training team to ensure that the classrooms are an equal mix of BPL and above BPL candidates.

3.2.7 Training Fee StructureThe fee charged per student is as follows:

Enrolment Fee – Rs 250/- Course Fee – Rs.14,100/-

o To be funded through a grant / subsidy by State Governments for socially and economically backward BPL youth

o To be funded by the student, from the forward strata of society – facilitated through assistance provided by MFIs / Banks for micro-lending for education loans could be provided as an option

3.2.8 Assessment & CertificationIndustry associations and bodies represent various organizations for the particular sector. They become the fulcrum of requirements, standards and skill gaps, as felt by the industry. Therefore, the critical task of assessment and certification needs to have necessary involvement of these industry associations as certifying bodies. The JV is in the process of tying up with the relevant industry associations for the same purpose Co-branded Certificates of JV and respective Industry association would help the participants to be recognized by member organizations, where they would be seeking direct or indirect employment

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S. No Industry Assessing & Certifying Partner

1. Automobile SIAM

2. Organized Retail RMAI

3. Telecom ICA

4. Healthcare ICHA

5. Building & Construction NAC

6. Travel and Tourism ?? (To be identified)

7.

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3.3 Placement Support Placement support will be one of the most critical elements of the Business Plan. A robust placement record will not only ensure placement revenues towards sustenance of the business, but also, ensure positive word of mouth publicity towards creating youth walk-ins and enrolment.

Participants after completion of training course, including internship, and final assessment and certification would go through the Placement Cell. The Placement Cell would operate with the minimum performance norm of placing 50% of the trained and certified manpower across organised / unorganised employment or by providing access to self-employment opportunities (partnering with MFIs / Banks).

In order to create an institutional framework around placement, the JV will do the following: Placement support for the candidates trained Post placement the JV placement cell operational at the district level would continue to

support the candidate should he / she discontinue the current employment. In such a situation:

o The JV placement cell would assist the candidate in getting placed in another jobo The placement executive would also ensure employment through linkages with

government bodies & institutions in the district, for example, District Rural Development Agency (DRDA), and would aim to provision employment under local schemes

o The JV placement cell would maintain records of every candidate and these would be shared with the respective stakeholders for review.

For executing such a placement model, the JV would ensure the following: Tie-ups and continuous interactions with the Organized sector and SMEs to identify

manpower requirements Tie-ups with placement organizations to set up ‘placement shops’ at the district level

which have linkages with the employment exchange Setting up of a rural job portal Creating an IT backbone linking employer organizations with the placement team @

state and district level, integrating with e-kiosk.

The following illustration depicts the activities involved in the placement of the participants. Confidential

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4. Critical Success Factors

4.1 Partnerships for Skill MissionIn order to successfully achieve the core objective of the Skill Mission, and that of the JV, it is imperative to partner with the right set of organizations for each of the key solution elements. These partnerships, apart from delivering specific chartered elements towards the business rollout, will provide the JV with the relevant industry domain expertise in the identified sectors.

These partners will be brought in to provide one / all of the following key operation elements for the business:

Community Mobilization

Multi-region partner, like

•MART•Bharat Shodh•NGOs like SEUF

Specif ic local partners, like

•Community Leaders•Panchayats

Micro-lending organizations for Student Load, like

•NABARD•SBI / PNB etc.•MFIs

Training Delivery

Partners for Training Content, like

•SIAM•Airtel• ICA•RMAI•NAC

IT enabled delivery partners

•Airtel

Assessment &

Certification

Industry Body / Consortium of Leading Organizations, like

•SIAM•RMAI•RAI•NAC•ICA / COAI

Placement Support

Tie-ups with Large Organizations (Direct / Franchise-level recruitment)

•Maruti / Hero Honda•Airtel•HUL / Godrej

Outsourced Manpower Organizations, like

•TMI

Micro-lending organizations for self -employment, like

•NABARD•SIDBI•MFIs

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4.2 Reporting and Tracking Mechanism In order to manage the nation-wide operations, at the scale projected, the JV will put into place robust monitoring and management mechanisms:

Financial Audits & Documentationo Proper documentation would be submitted for the utilization of the grants

received o Regular audits would be conducted and reports would be submitted to

stakeholders to ensure transparency in the deployment of funds Operational Review

o Quarterly performance and quality review by the JV boardo Monthly group management reviews (GMRs), at the state level, with the

Franchisee partners IT backbone for managing operational data

o Connectivity across geographieso Centralized Tracking System for consolidated MIS & Reportso Mission Critical applications to manage the following activities:

- Student Management - Assessment & Certification- Placement tracking

Detailed processes would be laid down by the JV’s Quality Audit Group (QAG), for each function and role

o Education on the processes during role based inductiono Planned audits, and escalation metrics to drive complianceo Consequence management for non-compliance

Physical mystery / surprise auditso For example, sit through audits by the master trainers

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Process Flow for WorkSkills India Key Linkages

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