AN ANALYTICAL STUDY OF GAP BETWEEN THE HUMAN RESOURCE EMPLOYABILITY EXPECTATION OF INDUSTRY AND PROFESSIONAL INSTITUTES OF STUDENTS IN
JABALPUR DIVISION
Rubvita Chadha, Asst. Professor,
Shriram Institute of (Autonomous), Technology, Jabalpur (M.P.) 1. INTRODUCTION OF THE THEME
"Employability" is a term often used during each phase of human resource to generate new phase of paid skill in each phase of life. There are several data available in research considering employability on each and every platform. These data state that: a meagre 20%
of the graduates or 30 % of the postgraduate students are employable. It has also been stated that opportunities are enormous in the current employment market but the graduates are still not employable.
But the main issue is to get the conversion ratio of students i.e. termed as 'employability' which is more very useful rather than employment. The main reason of unemployed educated graduates and postgraduates is inadequate manpower, though a lot of opportunities and vacancies are available in corporate sector. Hence it is stated that Talent war, Fighting attrition, Manpower shortage, Talent poaching are the key issues for all the industries. Though all these challenges and issues are at different functional levels, this study focuses on knowing the qualities and the skills that make engineering and management graduates employable and acceptable among the industries.
1.1 The present scenario
Even with the above mentioned steps taken by the government, till today universities and educational institutions have been unable to update their syllabus. There is no tuning with the rapid changes that are taking place in the world of technology. The students passing out from various institutes are not equipped to meet the current requirements of the industries.
Industries today are evaluating students on:- 1. Technological aspects
2. Soft skills 3. Team building 4. Overall attitude 5. Values
The growth of Indian economy today largely depends upon the manner in
which intellectual capital is handled by government and society. It has been observed that there is a wide gap between high quality college output and the fast growing pace of India’s economy. There is a acute shortage of skilled manpower across industries in India.
2. LITERATURE REVIEW
Downs, Smeyak, & Martin (1980)1 An interview is a specialized form of communication conducted for a specific task related purpose. Indeed, one reason why some managers perform poorly as interviewers is they treat this ―purposeful communication‖ too casually, as though it were merely a conversation. As a result of poor planning and lack of attention to managing the interview process, they fail to accomplish their purpose and often alienate the interviewee in the process.
Roger Bennett, Vicky Langford2 (1980), stated an underlying assumption of all management education has been that exposure to the theories, concepts and techniques of the various disciplines and functions of management will help managers do their work better. In short, the result should be more effective managerial practices.
1Professional Interviewing Hardcover – 1980, by Downs/Smeyak/Martin, Publisher: Harper & Row (1980)ASIN: B008I8QQZO
2Roger Bennett, Vicky Langford, ―Managerial Effectiveness and Management Education‖ in Journal of European Industrial Training 1980, Vol. 4, No.6, Page. 17 – 20.
Sincoff & Goyer (1984)3 state that there certainly occurs some irregularity in organizations. Individuals interview to obtain a position; they interview to gather information to perform their jobs; and manager’s interview subordinates to review their performance and provide counseling and coaching. Interviews are so common they are often taken for granted. People view interviews as simply conversations during which information is gathered. While interviews are similar to conversations, there are important differences in conversations & interviews.
Edward E. Lawler (1985)4 examines the relationship between education, management style, and organizational effectiveness. The increasing education level in the society is pointed to as a strong force toward a more participative management style.
Burke, Michael J.; Day, Russell R. (1986)5 presented Meta-analysis procedures which were applied to the results of managerial training (MT) studies. The meta-analysis results for distributions of MT effects representing certain training methods and criteria like subjective learning, objective learning, subjective behavior, and objective results indicated that MT was moderately effective.
3 EMPLOYER COMPETENCY ASSESSMENT BY CORPORATE RECRUITER
As we are witnessing that India is becoming one of the world’s fastest growing economy with a growth rate of 7.4% in 2018.thus there also becomes a need to focus on education and especially on higher education and professional educational to provide a diversified human resource talent to the industry. Business and corporate in India are witnessing a paradigm shift both in terms of business, social strata & industrial environment.
Thus the academia has to take the onus of supplying skilled, trained and industry ready manpower to the industry. There is a massive demand of trained and skilled engineering and management graduates in India but only 7%6 of the pass out engineering and management graduates are employable by industry. This data indicates a clear mismatch between the industry demand and academia supply and the gap is increasing every year.
3.1 Attributes of Employability
Fig. 3.1 Attributes of Employability 3.2 Definition of Employability78
Fig. 3.2 Definition of Employability
3Defining and Quantifying Potentially Discriminatory Questions in Employment Interviewing." 26p.; Paper presented^ at. tthe Annual Meeting of the Speech Communication Association (75th, San Francisco r CA, November 18'-21f 1989)
4 EDUCATION, MANAGEMENT STYLE, AND ORGANIZATIONAL EFFECTIVENESS, Authors, EDWARD E. LAWLER III, Personnel Psychology, First published: March 1985, Volume 38, Issue 1, March 1985, Pages 1–26
5Burke, Michael J.; Day, Russell R., ―A cumulative study of the effectiveness of managerial training.‖, Applied Psychology, Vol 71(2), May 1986, 232-245.
6 https://www.indiatoday.in/education-today/featurephilia/story/engineering-employment-problems-329022- 2016-07-13
7Berntson, Erik (2008). Employability perceptions: Nature, determinants, and implications for health and well-being.
Stockholm University
8 Forrier, Anneleen; Sels, Luc (2003). "The concept employability: a complex mosaic" (PDF). International Journal of Human Resources Development and Management. 3 (2): 102–124. doi:10.1504/IJHRDM.2003.002414.
3.3 Skills to be possessed
Fig. 3.3 Skills to be possessed by students – a
Many major studies have been conducted in various part of the world to differentiate on the employability skills required by the industry and the supply by the academia. While doing the literature review on the topic the researcher came across 10 major key skills required by the employers across the globe –
Fig. 3.4 Skills to be possessed by students – b 3.4 Personal Information – Recruiters
After discussing student personal information attention may now be paid to personal information of recruiters so far as gaps between skill availability and job position is concerned. A total of 60 companies and 214 recruiters visited various campuses in Jabalpur for recruitment of 3rd and 4th semester students in Jabalpur Division.
1. The Socio-economic Profile of Recruiters
The socio-economic profile of students has been generated on the basis of questionnaires (Appendix II). The demographic and socio-economic profile of recruiters of the study region has been attempted on the basis of primary data obtained from the primary data based on questionnaires.
2. Gender
Table 3.1 Gender Composition of the recruiters of Jabalpur Division Male Female
156 58
Chart 3.1 Gender of the recruiters of Jabalpur Division
Among the recruiters for providing jobs to students it has been found that nearly three- fourth of the recruiters are male and the rest are females.
3. Age Group (Years)
Table 3.2 Age group of the Recruiters in Jabalpur Division
30-35 35-40 40-45 45-50 50-55 >55 years
58 26 44 52 25 9
Chart 3.2 Age group of the Recruiters in Jabalpur Division
4. Marital Status
Single Married Widow/er Divorcee
59 108 29 18
Chart 3.3 Marital Status of the recruiters in Jabalpur Division
The marital status of the recruiters may also be discussed in connection with the analysis of skill gaps and job availability in Jabalpur Division. Half of the recruiters are married persons. It has been noted in survey that 28 percent of the recruiters are single persons that is nearly half the number of married recruiters followed by Widower and Divorcee 14 and 8 percent respectively. The high potential of job givers lies with the married persons.
1. Education Qualification
MBA B TECH M TECH PHD
41 96 60 17
Table 3.3 Educational Qualifications of the recruiters in Jabalpur Division
Chart 3.4 Educational Qualifications of the recruiters in Jabalpur Division The qualification of the recruiters also needs consideration. It is because the theme of the thesis is concerned with the analysis of gaps between skill availability and gaps in jobs. The education level of recruiters at B.Tech. level emerges has the highest job providers which is greater than M. Tech qualified job providers. Recruiters with a Management. Degree comprise nearly one-fifth of the total recruiters and Ph.D. holder recruiters make 8 percent of the total job givers.
2. MBA & Engineering
MBA Engineering 74 140
Table 3.4 Stream of the recruiters in Jabalpur Division
Chart 3.5 Stream of the recruiters in Jabalpur Division
The stream of recruiters shows that engineering field is stronger than the field of management science which forms 35% of recruiters.
3. Position
Senior Middle Junior Others
38 127 44 5
Table 3.5 Position of the recruiters in Jabalpur Division
The survey has revealed that recruiters come from various status levels. For example the bulk of the recruiters come from middle level. The junior level recruiters comprise of more than one-fifth in numbers followed by senior level ones comprising less than one-fifth of the recruiters.
Chart 3.6 Position of the recruiters in Jabalpur Division 4. Work Experience
<5 years 5- 8 years 8 – 11 years 11- 14 years >14 years
13 47 82 67 5
Table 3.6 Work Experience of the recruiters in Jabalpur Division
So far as the work experience of recruiters of students is concerned, the 8 to 11 years experience group of recruiters forms the bulk (82) followed by 11 to 14 years of experience group of recruiters. On average recruiters age group between 5 to 14 years has largest potential of providing jobs to students, the survey has revealed.
Chart 3.7 Work Experience of the recruiters in Jabalpur Division
The job providing avenues analysis shows that the recruiters in marketing field take more than half of the share of job potential in the study region. Finance, Human resource and IT follow in decreasing order (Fig. 5.16).
5. Occupation
Service Professional Business
92 88 34
Table 3.7 Occupation of the recruiters in Jabalpur Division
The analysis of occupational background of recruiters shows that Service recruiters are followed by professional and Business fields, professionals are nearly equal to service class people.
Chart 3.8 Occupation of the recruiters in Jabalpur Division 6. Recruiters for MBA Steam
MARKETING FINANCE HR IT
41 15 10 15
Table 3.8 Recruiters from MBA Stream in Jabalpur Division
Chart 3.9 Recruiters from MBA Stream in Jabalpur Division
The thesis has made a special study of management field as well. Among management recruiters more than half belong to marketing field. Of the fields of Management science, like Finance (19%), IT (15%) and Human resource (13%) follow among recruiters in the study area.
7. Recruiters from Engineering Steam Civil Mechanical Electronics Telecommun
ication Electrical Instrumen
tation ITES
24 25 9 13 28 8 33
Table 3.9 Recruiters from Engineering Stream in Jabalpur Division
Chart 3.10 Recruiters from Engineering Stream in Jabalpur Division
The analysis of recruiters from engineering may now be taken into account as most of the students of the region belong to this field. It is seen that ITES are highest in so far as number of recruiters is concerned followed by Electrical and Mechanical fields. Civilian recruiters are not far behind in providing jobs also. Telecommunication, Electronics and Instrumentation recruiters have also made their mark in providing jobs to students.
3.5 Industry Profile
A. Type of Industry employing Management & Engineering Students of Jabalpur Division
IT
ES BPO Service Telecom municat ion
Constr
uction Finan
ce Paper
craft electri cal
12 1 11 1 3 1 1 1
Table 3.10 Industry Profile of Engineering Companies
Chart 3.11 Industry Profile of Engineering Companies
It has been noted in the discussion above that industry is a favoured option for skilled job seekers. Now we may look into the profile of engineering companies. It has been noted that service and ITES sectors together provide three quarters of the job opportunities. Next in order are construction field which shares 10% of job opportunities followed by Telecommunication, finance, paper craft, electrical and BPO having a share of 3% each.
B. Industry Profile Of Management Companies Ban
k ITE
S Financ
e Automobi
le Pharmaceutic
als FMC
G HR NGO EDUCA
TION INSURA
NCE E commerce
6 1 10 1 3 2 3 2 1 2 1
Table 3.11 Industry Profile of Management Companies
Chart 3.12 Industry Profile of Management Companies
We know that after engineering field the field of management is one which creates job opportunities for students. It is a broad field as seen in figure 4.22. The industry profile of management companies shows that finance is the one sector which gives nearly 1/3rd of the job opportunities to the students. Pharmaceuticals and Human Resource (HR) comprise 10% each. Fields like FMCG and NGO six percent each, Education, E-commerce, ITES.
Automobile share 3% each.
C. Salary Range Offered
<1
lack 1- 1.5
lack 1.5 - 2
lack 2-2.5
lack 2.5-3 lack >3
lack
34 23 89 47 16 5
Table 3.12 Salary Range Offered by Companies
Chart 3.13 Salary Range Offered by Companies Question No. – 1
Does the Students Have the good knowledge of statutory compliance in relevant field is a must?
N Mean
Engineering Recruiter 140 1.42
Management Recruiter 74 1.14
Table 3.13 Question – 1 3.6 Hypothesis Four-
H04 –There is no significant difference between industrial requirement &professional studies for employability.
H4 – There is significant difference between the industrial requirement and professional studies for employability.
Case Processing Summary Cases
Valid Missing Total
N Percent N Percent N Percent
Q1 * Q2 60 100.0% 0 0.0% 60 100.0%
Chi-Square Tests
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 18.516a 6 .005
Likelihood Ratio 16.890 6 .010
Linear-by-Linear Association 7.595 1 .006
N of Valid Cases 60
While talking to the recruiters coming for placement interview in various engineering and management colleges in Jabalpur division the researcher was able to draw the following table which is a consolidation of several suggestions given by recruiters with a focus on improving employability of the students of Jabalpur division.
Skill Perceived gap Possible reasons Potential fixes Foundation
technical skills
Strong
fundamentals in core area of study, know the concept, not the details, nor the
Course not
application oriented
Faculty not experienced in applications
Co-teaching with industry
Faculty internship with industry
Increase student internship
acceptability Small internship period for students Soft skills Poor
communication skills
Ability to work independently and adhere to time line
No thinking out of box
No focus on learning out of curriculum
Few
opportunities to build soft skills (Hindi as a medium of teaching)
Mandatory teaching in English with English as a communicative language
Regular classes on team
building, group
discussion, interview techniques etc
Problem Solving skills
Inability to solve problems that go beyond the area of expertise
Lack of structure in problem solving
Limited
exposure to new projects
No structured training in problem solving
Introduce industry oriented collaborated courses
Hands on experience on industry oriented problem solving techniques
4 FINDINGS
The analytical study of the gap between the human resource employability expectation of industry and professional institutes of student in Jabalpur Division of Madhya Pradesh focuses on the eight districts.
The human resource employability expectation of industry and skilling capability of professional institutes of student has regional variations and contrasts. Of the eight districts in the study area, i.e. Jabalpur Division, Dindori district is unique as it has got a very high share of tribal population along with rich forests, water resources, rather thin soils and a human resource wedded mainly to indigenous knowledge. It has thus agriculture based tribe focused economy with private jobs. The parts of adjacent Mandla district share some of the features of Dindori district. The avenues of employment are available in the fields of cultivation, marketing, transportation, minerals etc. It has been said that the district has a rural tribal economic base. Opportunities for jobs exist in primary sector mainly. Dindori district has the potential for limited sectors. Priority areas are – Construction based activities, Agro-related jobs and Jobs in manufacturing industries.
5 CONCLUSION
One of the approaches to tackle the problem of lacking job readiness in the country is partnerships between the industry and academia. Many companies are partnering with academic institutions and universities.
Campus Connect' program has been launched by Wipro to align the education with the industry demands. As of December, 2015, infosys has –
Partnered with 335 colleges across India
Trained 87,042 students in soft skills
Enabled 12,814 faculty through their faculty development program
Tech Mahindra has collaborated with École Centralein June 2014 with to set up Jawaharlal Nehru Technological University, Hyderabad. This university will focus on higher education, research in the field of science. This university will produce graduates who will be ready to join Tech Mahindra workforce.
Wipro Academy of Software Excellence, has joined hands with BITS (Pilani), The curriculum taught by BIITS is designed in consultation with WIPRO’s Talent Transformation division. Evaluation is done by Wipro’s Talent Transformation division.
BITS Pilani arranges for the degree.
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