In an exclusive interaction with People Matters, Shaheen Khan – Founder and CEO of CEDP Skill Institute (Council of Education and Development Programmes), shared about the importance of upskilling for the organizations, the need for learning habit and the job scenario for this year.
According to a recent World Economic Forum report, more than half (54 percent) of all employees will require significant re-skilling and upskilling in just three years. Do you think organizations need to worry on the same?
In the ever-changing technological world, one has to be ready to redefine, learn/enhance their skills to adapt to the changes. Reskilling has become a growth imperative for organizations. The ability to learn is considered as one of the most important factors while hiring an employee. Organizations must work to instill an end-to-end cultural focus on learning, from the top of the organization to its bottom, if they want to meet the talent challenges that lie ahead. It is easier to train the existing employees than to hire a completely new resource. Following this will not only help talent retention but also cut the cost of hiring.
What are the key challenge areas for organizations in creating a habit of learning? (Is it technology related, culture related or ownership related?)
The habit of learning is part of an individual’s ongoing professional life, which is essential for success in today’s marketplace for both employees and companies alike. However, the habit of learning at the organizational level has always been quite challenging as compared to an individual level.
While organizational change is a common phenomenon, dealing with technological changes is the top challenge cited by professionals. There will always be early adopters and laggards in every organization, training your employees well, giving them to work on it, addressing initial concerns and following the standard practices is not easy especially in the big organization. On the other hand, cultural and leadership learning is another potential competitive advantage that organizations struggle to adapt daily.
What are the challenges or complexities in the skill ecosystem of India?
Low absorption of skilled manpower and dropping out of employees due to expectation mismatch is major difficulties the skill ecosystem of India is facing. Integrating skills with education is necessary because knowledge is gained through the conventional education system, and skills can only be acquired through practical training.
Looking at the current situation of the workforce industry, I believe, there is an urgent need to address gaps between industrial demand and supply of the workforce. To sustain in the current skill ecosystem, employees need to adopt advanced professional skills. Up-skilling and reskilling, better collaborations with global companies, are key to revolutionize the skill ecosystem in our country.
How many people skilled by the CEDP in the last four years have successfully found jobs?
In the span of four years, around 9000 students from our six branches and franchises are well placed in the leading company. Around 80% of students have been placed through our placement cell – Capable Work Force (CWF) and the remaining 20% are the professionals who have adopted re-skilling program.
Does the CEDP track individuals after they have been placed? What is the average spike in salary after they are trained by the CEDP?
Yes. Our team of nine members from our placement cell CWF is very much part of the student’s journey of internship to the placements. The team actively provides assistance to our students through all stages of their careers from getting an internship, to get a permanent job.
Through CWF we ensure stipend during the internship program ranges from Rs. 1000 to Rs. 4000 for courses like aviation, automobile, healthcare and for the hospitality program it ranges from Rs. 9000 to Rs. 10,000.
The annual package for the employment ranges from Rs. 2, 16,000 to Rs. 4, 20,000. However, through the international hospitality program, the placement package ranges from Rs. 5, 40,000 to Rs. 8, 40,000.
Currently, the unorganized sector comprises more than 80 percent of the workforce. Can unorganized and organized sector workforce ratio in India become better 75:25 by 2022?
The formal and informal sectors are distinguished based on the size of the workplace, and accompanying government regulations on working hours, hiring and firing norms, rights of association, minimum wages, and other aspects. I believe the rise in the unorganized and organized sector workforce ratio will improve living standards through better wages and working conditions as labor moved toward formal jobs.
How has been the job scenario in 2019, especially in the private sector?
At present, the job market is extremely competitive, especially in the private sector. With widespread automation and the constant shift of business priorities, upskilling is more important than ever before, both for workers and employers. At the same time, new job role has opened several opportunities for the job seeker in the private sector.
What are your key focus areas for the coming years for CEDP?
Looking at the industrial reform, our focus areas would be towards automobile as the sector has witnessed the biggest growth in the past few years. Rapid urbanization and rising income have changed the face of the sector. As more and more people are employed, this will raise the demand for mobility. People are aspiring to live better and buy better. Basis this trend we are expecting a rise in the enrolment of students in automobile courses.