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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 literacy

2. India builds 700 million globally employable workforce, comprising 200
million university graduates and 500 million vocationally skilled
3. India develops world class infrastructure to become a global hub for
knowledge creation, talent development and entrepreneurial
4. 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
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the country. The Bharti Group that stands for ‘Brave Actions & Big
Transformations’ has embarked on a skill mission project, and has
proposed a 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

The highlights of the proposed PPP project are as follows:

1. Entity: SPV for profit, self-sustainable

2. Equity participation: Centum and NSDC, in the ratio of 73%:27%
3. Funding: Debt (Soft Loan) from NSDC and equity contribution of
respective partners
4. Entity Philosophy: New age Corporation with Social Heart and Business
5. Mission: Skill Rural Youth for employability. R=G, Resources are global
6. Philosophy: ,
a. Partnering institutions, industry bodies and organizations
towards creating a large-scale, globally deployable skilled
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-
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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Deployment Model





o e

a b

Map to Industry TrainingStrategy &

Job Requirements
Requirements Certification Process
Engagewith the Youth at Technology interfaceto
Jobsto Certified Youth
the Village level Scaleand Standardize
Franchise Model for Operations to create Scale and Ramp -Up
Partnerships with Institutions / Industry Associations / Government
Bodies / Individuals
The skill mission deployment would include the following 3 three core pillars:

Community Mobilization & Participation

The 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
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prioritize their needs and objectives, develop 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 Members

Identifying 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 &

An 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

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• Motivate and encourage parents to send their children
• Help the skill mission in identifying potential beneficiaries for the
delivery of services
• 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

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

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Training Execution
The 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

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




West Head East

Region Office Region



JVManpower FranchiseeManpower

* 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 Creation
Content 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
• 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 training
o Simulations & Games, Role plays, etc
o Video based learning
o Experiential Learning
o Technology enabled Learning

3.2.2 Training Courses

The 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:
Sn Sector Proposed Course
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1 Automobile • Foundation Course - 2 Wheeler
. Mechanics
• Foundation Course - 4 wheeler
• 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 • Basics Course for Plumbers
. Construction • 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 /
Note: The JV would also include other courses such as Hospitality, Travel &
Tourism, Security Guards, etc

3.2.3 Mode of Instruction

We 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 Location

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The 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:
• 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 Duration

Each 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 Composition

Through 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 Structure

The 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 & Certification

Industry 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
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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

S. No Industry Assessing &

Certifying Partner
1. Automobile SIAM

2. Organized Retail RMAI

3. Telecom ICA

4. Healthcare ICHA

5. Building & NAC

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

7. Security Services Pinkerton

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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 job
o 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

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

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• 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.

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Critical Success Factors

Partnerships for Skill Mission

In 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

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

Community Training Placement
Mobilization Delivery Support

Multi-region partner, Partners f or Training Industry Body / Tie-ups with Large

like Content, like Consortium of Organizations (Direct
• MART • SIAM Leading / Franchise-level
Organizations, like recruitment)
• Bharat Shodh • Airtel
• NGOs like SEUF • ICA • SIAM • Maruti / Hero Honda
• RMAI • RMAI • Airtel
• NAC • RAI • HUL / Godrej
Specif ic local • ICA / COAI Outsourced
partners, like Manpower
• Community Leaders Organizations, like
• Panchayats • TMI

Micro-lending IT enabled delivery Micro-lending

organizations f or partners organizations f or self -
Student Load, like employment, like
• Airtel
• SBI / PNB etc. • SIDBI
• MFIs • MFIs

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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 & Documentation
o 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 board
o Monthly group management reviews (GMRs), at the state level,
with the Franchisee partners
• IT backbone for managing operational data
o Connectivity across geographies
o Centralized Tracking System for consolidated MIS & Reports
o 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 induction
o Planned audits, and escalation metrics to drive compliance
o Consequence management for non-compliance
• Physical mystery / surprise audits
o For example, sit through audits by the master trainers

Process Flow for WorkSkills India Key Linkages

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NGO Partners
Community +
Mobilization Market Potential

Support & Connect
Profiling & Pre
with other Service
Assessment (fitment
into current Streams)

MoRD Grant
On-boarding Kit Funding (Spl
On-boarding + SGSY / NRLM)
Information (Date / Enrolment ID +
Venue / Stream) MFI support for
Student Loan for
non-BPL students

Participant Industry
material Association /
+ Sector Skill
Classroom Classroom Tests, Councils / Key Org
Training feedback & validated Content
Development Plan +
Train the Trainer

Local Industry /
On The Job
SME tie-ups for

Association /
Support & Connect
Sector Skill
with other Service Re-assessment Specific Module Assessment &
Providers & Certification reskilling Certification
Assessment &


Local Industry /
SME tie-ups for
Connect with MFI
Placement Jobs
for Self-
Interviews +
employment Loan
MFI linkage for
In case of loans
Change of
Job Tracking &
Job Tracking
Support through
Support for 1 year
Job Portal

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