Sunday Posts

The conversation in India today is centred on exporting workers. The Indian government is funding Skills Development centres across the country with a mandate for training young people so that they can find jobs abroad. Partly, this is a reaction to India's job crisis - only about 150,000 net new jobs are being created in the organised sector against 25 million people entering the working age every year - but this is also based on the policy thinking that India would be 'manpower exporter' of the world in the coming years.  The wisdom of aiming to 'export' manpower is surely questionable.  First, this also reflects an inadequate understanding of the scale of the challenge in India. In India, 70,000 people turn 25 every day on average, or about 2.1 million people every month. The total number of Indians living abroad at this point of time is 15 million. Whatever capacity of skill development for overseas employment could be created by the government, i...

Finally, the penny drops. The so-touted worlds most high profile skilling mission stumbles. After a highly critical audit report, several top executives of India's National Skill Development Corporation (NSDC) resigned. The audit report highlighted a number of things, most crucially various areas of management failure, and that may have triggered the change. But it also crucially pointed out that more than 99% of all funding of this public-private partnership is coming from public funds, and there is indeed no accountability in how it is being spent.  In summary, the government has finally caught up with what almost everyone else knew. That the much vaunted skills mission was a non-starter, a colossal waste of public funds which made a few dishonest businesses rich. One could justifiably claim that this was one of the pet projects of the previous government, and they must shoulder the blame of its failure. And, they should, having set the body up without any plans and ideas. ...

The once world class Indian Training industry is in quite a sad state right now. Battered by the rise of private Higher Education since 2004, when degrees became a commodity and everyone flocked out to buy one, it eventually destroyed itself by selling its soul to skilling. Once the government, driven by the political agenda to be seen to be doing something, announced millions of dollars of bonanza, they all fell for it. That this was not a bonanza, except for those few large companies which would eventually make this money disappear, and a system of consultants and officials who would create an institutionalised 'speed money' system to earn 10% to 40% on every transaction, that did not matter much. The skilling initiatives in India had nothing to do with the poor, nothing to do with skills and nothing to do with training, except that it provided some sort of superannuation for those who were left in the industry and did not bail out early enough for the other ...

As I travel in India and meet with education providers, I come across this popular view that there is no business in educational content. So, the business models of private education providers are predicated on innovations in delivery, technology or financing, but content is by far the least popular. This is not surprising - this is indeed the view most financiers of education hold - but slightly puzzling particularly in the context of India, where most content is so poor.   It seems that the argument is when so much free content is available, what is the point of making more content? And, secondly, the business model for content seems very difficult to crack. These are apparently valid points, but the 'content gap' in education in a country like India remains apparent, and some business model innovation is needed. Indeed, there is some work happening already. There are companies adapting MOOC content for Engineering Education, in partnership with an Indian universit...

I have had several conversations with Learning and Development managers in large companies in India, primarily in an attempt to get them to adopt the Global Business Professional credentials that we have developed. These interactions present me with some insights what the Indian Learning and Development community is doing, and re-ignite an old discussion about the need to re-imagine the profession in India. Indeed, in most cases in my experience, Learning and Development is a non-strategic function in the Indian companies, an extension of Human Resources. The Learning and Development Manager, who, despite his/her title, mostly a junior operative, engaged in functions such as induction training and compliance related work, traditionally HR domains. Whether the company is focused on 'inner market', where Indian companies in most sectors enjoy a level of protection, or export-led, which is far more competitive, does not seem to matter such. The IT Services companies that I e...

Vocational Training is supposed to be a big thing. This is heralded as the answer to the problems of productivity, particularly in countries in Asia and Africa with rapidly growing population. The idea is simple: Get the poor people in a classroom for a few months and make them learn something useful and then get them to work in a factory or profession. Once it is done on large scale - India says it wants to train 500 million people in next 10 years or so - the whole economy can change. The trouble is that it does not work. I have articulated my complaints about the Indian vocational training system earlier, and hence I shall not repeat it here. I usually receive a stock answer when I talk about the short-comings of vocational training as it is done in India, that it is all down to poor execution. So, when outdated skills are taught, students do not engage or the trained students do not find a job, it bears down to the flaws of execution. I shall contend that these failures have ...

India wants to train 500 million people in vocational and technical skills over the next few years. This is, on paper, the most ambitious vocational skills training agenda anywhere in the world. This is old news and the details are well known. The announcements, and subsequent splurging of money have been well documented: The creation of an opportunistic vocational training industry in India, where training firms were created overnight to take advantage of this windfall of public money, is less so. The fact that such efforts have actually gone nowhere in the last few years is usually kept under wraps, because it serves no one to admit that things have gone wrong. However, the need to change things are rather urgent. India's competitiveness is under threat as the skills bottleneck drives up costs and wastage, limiting opportunities for Indian businesses. Besides, expansion of mining activities and industrialisation is driving out a huge rural population into the cities, an...

This reflection relates to my own experiences, and various conversations I have had with Indian executives, particularly from the training industry, regarding the Joint Ventures or licensing arrangements, which seem to be popular and growing, between Indian and Western training outfits in the training space. The questions - the value of partnership, who should one partner with, what to expect - come up again and again, and indeed, my advice was sought, as recently as last week, for a similar project.  There is a consensus among the Indian executives that such partnerships/ licensing add value. Of particular interest to Indian companies are packaged concepts and ideas, models and certifications that such partnerships bring. Consider the recent outpouring of emotions on Facebook and other similar platforms on the demise of Steven Covey, though the mainstream media largely ignored it, which came primarily from the training business community in India. I am sure similar friendly f...

Training in India has come of age: The choices, range of courses, price points, geographical spread, availability of trainers, have emerged, carrying the industry a long way off from the duopoly of NIIT-Aptech days. However, despite the progress, two problems seem to afflict the industry still: One, most companies are still trying to be like NIIT or Aptech, and talking about fast, franchise-led growth; and, two, the training is still dominated by derived content from one Western fad or the other, and very little research and development is actually being done in India.  Training in India is an exciting industry. It sits right in the middle of growing population, rising industry demand and a sub-par education system. The opportunity in the sector is, therefore, exciting: It can, and should, play an important catalytic role in helping the Indian industry move to the next level. This role, which will indeed come with increased profitability, demands new thinking, which is in ...