Download Government of Rajasthan

2008
Government of Rajasthan
Mapping of Human Resources
and Skills for Rajasthan – 2015
Executive summary
ICRA Management Consulting
Services Limited
Government of Rajasthan
Table of Contents
1.
Background of the Study....................................................................................................................... 4
2.
Approach to the Study........................................................................................................................... 4
3.
Overview of Rajasthan’s Economy....................................................................................................... 6
3.1.
The Changing Structure of Economy................................................................................................ 6
3.2.
Current Employment in Rajasthan .................................................................................................... 8
3.3.
Industry Scenario in Rajasthan ......................................................................................................... 9
4.
Identification of Growth Engines ........................................................................................................ 10
5.
Educational Infrastructure in Rajasthan .............................................................................................. 11
6.
Human Resources Requirement .......................................................................................................... 12
7.
Recommendations ............................................................................................................................... 15
7.1.
Large Scale Skill Development Initiative ....................................................................................... 17
7.2.
Rajasthan Mission on Employability (RMoEm) ............................................................................. 17
7.2.1.
Rajasthan Mission on Employability Initiatives to Address Matching Issues ............................ 17
7.2.1.1.
Employment Exchange Related Initiative ............................................................................... 17
7.2.1.2.
Expansion of Scope of RMoL Activities ................................................................................ 18
7.2.2.
Rajasthan Mission on Employability Initiatives to Address Mismatch Issues ........................... 18
7.2.2.1.
Sectoral skill development initiative ....................................................................................... 18
7.2.2.2.
Institute Level Skill Development Initiative ........................................................................... 19
7.2.2.2.1.
Strengthening Employment Market Linkage Initiative........................................................... 19
7.2.2.2.2.
Improving Course Curriculum ................................................................................................ 20
7.2.2.2.3.
Focus on shared education service .......................................................................................... 20
7.2.2.2.4.
Focus on shared education service .......................................... Error! Bookmark not defined.
7.2.2.2.5.
Initiative aimed at improving the quality of training the trainer ............................................. 21
7.2.2.2.6.
Improving ITI’s ....................................................................................................................... 21
7.2.2.2.7.
Skill Development Centre ....................................................................................................... 21
7.3.
Rajasthan Mission on Excellence (RMoEx) ................................................................................... 22
7.3.1.
Capability building of clusters .................................................................................................... 22
7.3.2.
Creating market awareness ......................................................................................................... 22
7.3.3.
Skill Assessment, Monitoring and Support................................................................................. 22
7.3.4.
Funds required to support the skill development initiatives ....................................................... 23
8.
Implementation Structure .................................................................................................................... 23
9.
Conclusion .......................................................................................................................................... 23
Government of Rajasthan
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Government of Rajasthan
Table of Figures
Figure 1: Approach to the Study ................................................................................................................... 5
Figure 2: Rajasthan's economy vis-a-vis India's economy ........................................................................... 6
Figure 3: The changing structure of Rajasthan's economy .......................................................................... 7
Figure 4: Industrial Regions in Rajasthan ................................................................................................... 8
Figure 5: Investments through Resurgent Rajasthan (Rs. Crore) ................................................................ 9
Figure 6: Framework for identifying growth engines................................................................................. 10
Figure 7: Comparison of Rajasthan's educational infrastructure w.r.t. other States ................................. 11
Figure 8: Human Resources Requirement .................................................................................................. 12
Figure 9: Skill Pyramid .............................................................................................................................. 13
Figure 10: Contours of Human Resources Development Plan ................................................................... 15
Figure 11: Mapping of issues with target segments ................................................................................... 16
Figure 12: Skill Development Initiatives .................................................................................................... 16
Figure 13: Key Constituents of Implementation Structure ......................................................................... 23
Government of Rajasthan
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Government of Rajasthan
Mapping of Human Resources and Skills for Rajasthan–2015
1. Background of the Study
ICRA Management Consulting Services Limited (IMaCS) was mandated by the Department of Labour &
Employment of the State Government of Rajasthan, to assist it in mapping the human resources and skills
of Rajasthan. This report projects the human resource requirements of Rajasthan’s high-growth and
emerging sectors till 2015, maps the human resource skills available currently in the State to meet such
requirements, identifies the skill gaps with respect to these requirements, and suggests measures to bridge
the gaps.
Rajasthan is the largest State in the country, and presents a unique combination of geographical and
cultural diversity. It is predominantly an agrarian economy with agriculture and related activities
accounting for about one-third the State's income. However, the recent wave of industrialisation has
brought about a change in Rajasthan’s economic landscape and new industries are coming up in the State.
Rajasthan currently has a marked presence in the Tourism and Hospitality, Handicrafts, Textiles,
Engineering, Gems & Jewellery, Minerals, Marble, Oil & Gas . However, to be able to support its
growth plans, attract investments and thereby fully realise its economic potential, the State, among other
things, needs to bridge the wide gap in the local availability of skilled human resources, a key growth
enabling factor.
2. Approach to the Study
The skills mapping exercise carried out studying the current situation in Rajasthan with respect to human
resources and skills, diagnosing the problems and constraints regarding the same, and prescribing key
interventions to be made by the stakeholders concerned.
As a part of the study, direct interviews and discussions were conducted with the following key
stakeholders:

Executives of companies in all districts (80 company interviews, 16 clusters and 4 prospective
investors)

State Government officials
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
Leading educational institutions (22 ITI’s1, including 5 CoE’s2, 14 Engineering colleges, 11
Polytechnic colleges, 5 Arts & Science colleges, 10 Continuous Education Programme Centers
and 2 EDC),

Industry associations (CII, RUDA, FORHEX, Textile and RATO)3,

NGO’s4
Primary research was conducted in several locations, at Jaipur, Alwar, Bhiwadi, Dausa, Karauli,
Bharatpur, Ajmer, Jodhpur, Barmer, Bikaner, Ganganagar, Pali, Udaipur, Chittorgarh, Bundi and Kota.
Data published by government departments, other industry and firm level information, and data sources
that IMaCS considers reliable were also referred to5.The exercise was carried out in five phases as under:
Figure 1: Approach to the Study
Phase 1
1.
Phase 2
Phase 3
Phase 4
Phase 5
Identification of high growth and emerging sectors (both formal and informal) in
the State
Industries were scanned and analysed in terms of several parameters, including factor
endowments, structural composition of the economy, contribution of the sector to the State’s
Gross Domestic Product , employment opportunities (direct and indirect) , growth potential, and
resident skill inventory.
2. Mapping of current employment pattern
In this phase, the historical employment trend was analysed, the proportion of direct and indirect
employment was studied, the way in which the direct and indirect employment requirements are
1
Industrial Training Institutes
Centre of Excellence
3
Confederation of Indian Industry (CII), Rural Non Farm Development Agency (RUDA), Federation of Rajasthan
Handicraft Exporters (FORHEX), Rajasthan Association of Tour Operators (RATO)
4
Non-Government Organisation
5 Policy documents, Economic Survey of the State, National Technical Manpower Information System (NTMIS)
Annual Technical Manpower Review 2007 (ATMR), etc.
2
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currently met in terms of Inter-State movement was studied, and employment related migration in
the identified sectors was analysed.
3. Identification of human resources requirement to support the growth potential
In this phase, human resources requirements to support the growth of the identified sectors till
2015 were identified, and the skills required to operate these sectors were also studied.
4. Mapping of current and future skill requirements of identified sectors in the State
In this phase, the status of and the constraints in the current educational system of Rajasthan were
identified, along with the gaps in the availability and skills of human resources from the
perspective of the growth plans of the sectors concerned.
5. Recommendations
Based on the above phases, recommendations to bridge the human resource and skill gaps
envisaged were formulated.
3. Overview of Rajasthan’s Economy
3.1.
The Changing Structure of Economy
Rajasthan currently accounts for 4% of the country’s GDP. While India’s GDP reported a compounded
annual growth rate (CAGR) of 7.7% over the period 2000-01 to 2005-06, the NSDP6 of Rajasthan
reported a CAGR of 4% over the same period.
Over the years, the structure of the State’s economy has undergone a change, as is true of the rest of the
country. In the pre-1990s, Rajasthan’s economy was primarily agrarian, with agriculture accounting for
over 50% of the share of the primary sector. Industrial activity was restricted to Jaipur, Bhilwara, Alwar
and Jodhpur, and Ganganagar and Chittorgarh grew as agro-processing and cement producing centres.
Figure 2: Rajasthan's economy vis-a-vis India's economy
6
Net State Domestic Product
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Government of Rajasthan
The industrial landscape then consisted of small scale industries. Post-2003 however a vast change was
seen. The high growth phase started after the announcement of the New Industrial Policy, which led to
increased investments in large and medium scale industries. The secondary sector showed rapid growth,
followed by the tertiary sector, while sectors like IT/ITES7, and Retail also emerged.
Figure 3: The changing structure of Rajasthan's economy
Within the secondary sector, manufacturing and construction have an 87% contribution; manufacturing
has witnessed the highest growth during the last few years. In the tertiary sector, trade, hotels, restaurants
and transport have the highest contribution.
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Information Technology / Information Technology Enabled Services
Government of Rajasthan
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Government of Rajasthan
3.2.
Current Employment in Rajasthan
Small scale industry forms the backbone of industrial activity and employment generation in Rajasthan.
In fact, the small scale industry generates more employment than its large and medium counterparts.
Over 70 per cent of Rajasthan’s industrial output comes from four regions dominated by small scale
industries: Jaipur, Bhilwara, Udaipur and Ganganagar account for 39%, 18%, 9% and 4% of the State’s
industrial output, respectively. The key districts driving industrial growth are Ajmer, Alwar, Barmer,
Bharatpur, Bhilwara, Bikaner, Bundi, Chittorgarh, Jaipur, Jodhpur, Kota and Udaipur.
Figure 4: Industrial Regions in Rajasthan
The informal sector contributes significantly to employment in Rajasthan; there are an estimated 1.84
million enterprises in the informal sector in the State, generating employment for 2.9 million workers.
Also, over 70% of the enterprises in the informal sector are currently involved in activities related to
manufacturing, trade, and repair activities.
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3.3.
Industry Scenario in Rajasthan
To revive industrial growth in Rajasthan, the State Government has created an institutional mechanism
for attracting investment; the Bureau of Investment Promotion (BIP), Rajasthan State Industrial
Development and Investment Corporation (RIICO), Rajasthan Financial Corporation (RFC), and Project
Development Corporation are fully operational. The State Government has also put in place investor
friendly sector specific policies, like the Healthcare Policy, the Hotel Policy, the Power Policy, the IT
Policy, the Tourism Policy, and the Biotech Scheme.
Also, a three-tier Single Window Clearance mechanism exists to expedite implementation of industrial
projects: the Board of Infrastructure Development and Investment (BIDI) under the Chairmanship of the
Chief Minister of Rajasthan, followed by the State Level Empowered Committee (SLEC) under the
Chairmanship of the Chief Secretary, followed by the District Level Empowered Committee under the
Chairmanship of the Deputy Commissioner.
The Resurgent Rajasthan initiative has additionally brought significant investments into Rajasthan, and
going forward, is expected to drive the secondary and tertiary sectors as well. A sector-wise break-up of
the investment proposed to be made through the Resurgent Rajasthan initiative is presented below:
Figure 5: Investments through Resurgent Rajasthan (Rs. Crore)
Thus while Rajasthan has factor advantages in a number of sectors backed by favourable policies and
support, the State faces challenges from various dimensions such as unemployment rate, difficult working
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conditions,
early stage of industrial culture,
need for entrepreneurship and skewed economic
development.
4. Identification of Growth Engines
With the above understanding of the State and the industrial scenario therein, the key imperatives for
identification of sectors for this study were:
1. Sectors (both formal and informal sectors) driving the Rajasthan economy
2. Sectors with high employment potential
3. Sectors with the requirement of skilled human resources
The framework followed for identifying growth engines for the State is depicted in the following figure:
Figure 6: Framework for identifying growth engines
The parameters focused on while studying the industries were market linkage, historical presence of the
industry in the State, supplier linkage, infrastructure adequacy, availability of trained manpower,
availability and quality of training centre, time taken to train, and the employment opportunities.
The industries identified on the basis of the above parameters are: Auto & Engineering, Healthcare,
Textiles, Repair servicing, Mines & Minerals, Oil & Gas, Food processing, Tourism and Hospitality,
Handloom and Handicraft, Construction, and IT/ITES.
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5. Educational Infrastructure in Rajasthan
Currently, Rajasthan has over 90,000 schools, 64 engineering colleges, 40 polytechnics, 430 ITIs, and 75
MBA institutes. A shift system is followed in the polytechnics and ITIs. As for seats, the State has 20,755
graduate engineering seats, 6,890 diploma seats, and 43,824 ITI seats. These are much lesser than the
number of seats in other States like Maharashtra, Tamil Nadu and Andhra Pradesh (AP), as the table
below shows. Also, Rajasthan’s literacy rate is lower than the national average; it has a literacy rate of
60.41% as compared with the national average of 64.84%.
Figure 7: Comparison of Rajasthan's educational infrastructure w.r.t. other States
**Enrollment
Additionally, the high school dropout rate in Rajasthan is high; it has a 50% dropout rate from the
Primary to the Upper Primary Stage. Also, the pass percentage is low (50% in SSC8 examination and 68%
in HSC9 examination). The level of unemployment is also an area of concern – currently there are over
7.5 lakh unemployed persons in the State, and around 24% of Engineering Degree Holders and 26% of
Diploma Holders in the State are unemployable. It is also observed that graduates from Arts and Science
Colleges are not geared for jobs in the industry, and also that the courses are not employment oriented.
8
9
Senior Secondary Certificate
Higher Secondary Certificate
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Government of Rajasthan
The primary reasons cited for the “unemployability” of students graduating from the State’s formal
education system are:

Disconnect between academic curricula and industry requirements, resulting in deficiencies in
specific functional skills, besides lack of practical training, market orientation, and “soft” skills of
students graduating from the State’s educational institutions

Shortfall in appropriately trained faculty; this is a concern assuming increasing proportions.
Shortfall in trained faculty results in inappropriately trained students, thereby increasing
‘unemployability’.
These issues, unless appropriately addressed, would widen the skill gaps that Rajasthan would then have
to close while seeking to realise its economic growth objectives.
6. Human Resources Requirement
The human resources requirement was estimated on the basis of the following parameters: historical
growth rate of the industry; employment pattern; change in industry productivity; technology changes;
change in customer preference; and changes in Government policy. Simultaneously, the availability of
human resources was calculated on the basis of the following parameters: current education infrastructure
of the ITIs, polytechnics, engineering colleges and arts & science colleges; students pass-out and
migration; and employability of human resources.
Based on the above, it was estimated that Rajasthan will have an incremental human resource requirement
of 5 to 5.2 million persons till 2015.
Figure 8: Human Resources Requirement
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Government of Rajasthan
Incremental human resource
Requirement till 2015 (in ‘000s)
Key Sectors
Construction
Textiles
860
Healthcare
170
22
Auto Mechanics
Gems and Jewellery
75
50
IT and ITeS
270
254
232
280
205
188
138
137
700
129
92
151
75
37
76
48
42
6
499
Mines and Minerals
Retail
829
331
837
Banking and Financial Services
2,688
440
Handicrafts
Auto and Engineering
1,689
473
142
Tourism and Hospitality
Food Processing
3,188
500
39
460
173
33
140
Employment by 2015 ('000s)
Current Employment ('000s)
2006-07
Total Incremental
Demand 5 to 5.2 million
The maximum incremental requirement will be in the construction industry, followed by textiles,
healthcare, tourism and hospitality, food processing, auto mechanics, gems and jewellery, handicrafts,
auto and engineering, banking and financial services, IT/ITES, mines and minerals, and retail. The breakup for such job opportunities will emanate from various skill levels as illustrate below:
Figure 9: Skill Pyramid
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Government of Rajasthan
As part of the overall workforce requirements, the demand for skilled workforce is estimated at 1.4
million persons till 2015. The new employment opportunities would not only call for enhanced functional
skills, and to an extent sector-specific, competencies across levels, but also several “soft” skills. The skill
mapping was done at various levels, depending on the nature of the industry concerned. However, the
skill gaps are predominantly exist in entry level positions.
Considering the importance of skills development, the Government of Rajasthan has initiated the
Rajasthan Mission on Livelihoods (RMoL). The RMoL looks at natural resource based livelihoods (land,
water, forests, livestock, and minerals), rural non-farm based livelihoods, urban informal sector (UIS)
based livelihoods, out-of-state migration (OSM) based livelihoods, and skill trainings. It conducts several
workshops and studies across the State, and also conducts need based short-term skill trainings for youths
– almost 11000 youths have been trained through the RMoL in the last three years. Its objective is to
generate more than 1 lakh livelihoods every year, and it is well on that path.
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7. Recommendations
Our suggestions for narrowing human resources-availability gaps in Rajasthan over the period till 2015,
accordingly address the following questions:

What is the additional physical infrastructure—that is, the number of higher educational
institutions—required to meet the enhanced skilled-human resources requirements of Rajasthan?

What can be done by the various stakeholders, viz. State Government, industry and educational
institutions, to improve the employability of the State’s unskilled labour?

What can be done by the various stakeholders to bridge the current and expected gaps in the skills
of the State’s “skilled” human resources?
The broad contours of our human resources development plan are as follows:1. Skill building initiatives to address Matching issues, Mismatch issues and Prepare issues
2. Implementation structure, Funding requirement and mechanism
Figure 10: Contours of Human Resources Development Plan
The type of skill development initiatives will differ based on the nature of issues and nature of target
segment:
1.
Prepare related issues focus on long term capability building;
2.
Mismatch related issues focus on repairing supply based on demand; and,
3.
Matching related Issues focus on matching the supply with the demand.
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Figure 11: Mapping of issues with target segments
Type of issues
Target segments
Focus on prepare
and long term
capability
building issues
Prepare
related issues
Mis-match related
issues
Focus on
repairing supply
with demand
Matching related Issues
Focus on
matching supply
with demand
Specialised
Skill Level 2
Skill Level 1
Semi-Skilled
Minimal
Based on the above mapping, we propose various skill development initiatives to address matching,
mismatch and prepare issues:
1. Large Scale Skill Development Initiative to focus on addressing matching issues in minimal
skilled human resources.
2. Rajasthan Mission on Employability (RMoEm) to focus on Matching issues (Connecting supply
to demand) and Mismatch issues (Repairing supply for Demand).
3. Rajasthan Mission on Excellence (RMoEx) to focus on long term capability building to address
pipeline issues.
Figure 12: Skill Development Initiatives
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7.1.
Large Scale Skill Development Initiative
The Large Scale Skill Development Initiative is aimed at imparting basic and advanced training to
manage migration of unskilled people to move to jobs in industries in a structured manner. The approach
involves iterative process of pre-employment training, skill building, and employability. The aim of this
programme is to provide exposure to general industrial culture – covering work discipline, safety, work
rules as well as role expectations, through short industry specific programmes. The typical duration of the
Basic Training Programme is 4 to 8 weeks, and it will be delivered at the block level using the existing
primary education infrastructure and projects sites (specifically for construction and agro processing
jobs). The target group for this initiative is school drop-outs, agricultural workers and the second
generation of agricultural workers.
The training content for the programmes will be developed in association with the industries concerned
and the SCVT. The SCVT will also provide the necessary skill certification (Advanced Training
Programme) to candidates at the end of the training programme. The pilot locations for this initiative
should be the backward districts of Rajasthan.
To ensure the effectiveness of the training programme, the large scale skill development initiatives will
focus on standardisation, forward & backward linkage and scalability.
7.2.
Rajasthan Mission on Employability (RMoEm)
The Rajasthan Mission on Employability focuses on employability by addressing matching and mismatch
issues and is targeted at ITI students, and Degree and Diploma holders.
7.2.1. Rajasthan Mission on Employability - Initiatives to Address Matching Issues
7.2.1.1.
Employment Exchange Related Initiative
The objective of this initiative is to change the role of the employment exchange from that of a controller
to that of a market facilitator of employment generation. The various initiatives proposed under this are:
a. Training employment officers in customer facing functions
b. Increase the rollout of Rex exchanges and Career Centers (offering assessment, apprenticeships,
counselling, jobs and training)
c. Explore incentivising employment officers for open positions that lead to closures of vacancies
d. Incentivising employment exchange for clearing back-log
e. Publishing employment exchange wise annual calendar of employment melas
f.
Ensuring easy access of candidate profile by creating a digital format of candidate profiles
g. Issuing approval for 1 lakh apprentices across the State under the Apprenticeship Act 1961
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7.2.1.2.
Expansion of Scope of RMoL Activities
The objective of this initiative is to expand the scope of the RMoL’s activities to address matching issues.
The various initiatives proposed under this are:
a. Explore extending the RMoL apprenticeship scheme for labour exports for some regions and
profiles
b. Expanding the provisions of the current RMoL apprenticeship scheme by allowing employees not
belonging to the SC and ST categories
7.2.2. Rajasthan Mission on Employability - Initiatives to Address Mismatch Issues
This is a three-pronged approach, and involves Sectoral Level Skill Development Initiatives, Institute
Level Skill Development Initiatives, and encouraging Private Training Providers to set up base in the
State.
7.2.2.1.
Sectoral skill development initiative
The objective of this initiative is to address sector specific skill development, in the target industries of
Handicrafts, Auto & Engineering, Textiles, IT & ITES, Repair servicing, Healthcare, Banking and
Financial Services (BFS) and Tourism and Hospitality. Some of the sector-specific recommendations are:

Textiles
The recommendations for the textiles industry are structured around three dimensions - Industry related,
Infrastructure related, and Human Resource related. Recommendations include the setting up of textile
machinery service centres, textile labs/textile research centres and textile chemical hubs within the State,
increasing the number of seats for textile related education, increasing the textile industry’s awareness of
textile institutes in the state, training of existing employees, etc.

Auto and Engineering
The recommendations for this industry are also structured around three dimensions - Industry related,
Infrastructure related, and Human Resource related. Recommendations include the formulation of
measures to address the availability of specific skills / knowledge required for the auto and engineering
sector (eg. Metallurgy, PPAP, FMEA, ISO standards, etc.), improvement of infrastructure in the AlwarBhiwadi area (schools and colleges, access to good healthcare facilities, availability of public travel
facilities etc.), increase in the number of diploma engineering seats, increase in the number of seats for
automobile engineering etc.
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
Repair Servicing
The State of Rajasthan offers huge potential for the repair servicing business given the vehicle pool in the
State. Based on this, it is proposed that a Tractor Mechanic School be set up in Kota and a Motor
Mechanic School be set up in Jaipur as a PPP initiative with select OEM’s.

Service Industry (IT/ITeS, Retail and BFS)
Like in the rest of the country, the service industry is booming in Rajasthan. The skills required in the
service sector are quite different from those required in other sectors. It is recommended that service
training institutes (STC) be set up to address this requirement. Basic STC’s with a focus on entry-level
service sector skills, and Advanced STC’s with a focus on mid-level and high-end service sector skills are
proposed. It is recommended that STC’s ‘dual use’ existing classroom facilities at ITIs, or even schools
and colleges, if required. STC’s will require participation from all three major stakeholders, namely, the
Government, the industry and educational institutes.

Handicrafts
The Handicraft skill development framework considers the market potential and the skills required for the
various handicraft clusters. Since the handicrafts sector needs undivided attention and calls for a separate
set-up for efficient functioning, it is suggested that a Handicraft Federation of Rajasthan Limited
(HaFOR) be set up – the HaFOR should perform the functions of Skill Development, Market Interface,
and Production Facilitation. It is also suggested that the Government create a separate technology
upgradation fund for handicrafts.
7.2.2.2.
Institute Level Skill Development Initiative
This initiative is aimed at improving the overall employability of students to meet industry standards
(focus on category: skill level I and II). This initiative has the following sub-initiatives:
7.2.2.2.1.
Strengthening Employment Market Linkage Initiative
The objective of this initiative is to strengthen employment market linkage initiative by networking with
staffing agencies and linking supply with demand. The target group for this initiative is Engineering,
Polytechnic, ITIs, Arts & Science Graduates, 10th and +2 students. The activities under this initiative will
include identification of staffing solution providers, mapping of the current pool of target groups,
mapping of current skill gaps of target groups, orientation programmes on the job market, employment
opportunities and skills required, and administering target group specific training programmes.
The State Government will provide necessary financial assistance for evaluating the current pool of
human resources and carrying out orientation programmes. For training skilled human resources, the
Government will provide interest-free training loans with the help of financial institutions. Upon
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completion of the training and securing employment, the trainees will reimburse the training expenses to
the financial institutions.
7.2.2.2.2.
Improving Course Curriculum
a. Focus on specialization
This will focus on the tourism, agro processing, construction, IT/ITES, auto & engineering and textile
industries. Specific specializations in each of the industries will be covered under this initiative.
Examples of the industry-wise curriculum are as below:

Tourism industry: inter-state tour operations, orientation to foreigners (global adjustment),
ticketing etc.

Agro processing industry: quality control and lab management, food retailing and branding,
packaging etc.

Construction industry: project planning and scheduling, accounting and control systems, project
proposals, cost estimation and tendering, contract management etc.

IT/ITES industry: specialisation in the area of medical transcription, focus on communication –
spoken and written etc.

Auto & Engineering industry: manufacturing technology, CAD/CAM and industrial automation,
CNC and ISO Quality/Six Sigma etc.

Textile industry: design, textile chemistry, spinning and garmenting, market access knowledge,
merchandising, patternmaking, finishing and quality control etc.
b. Focus on practical orientation
The objective of this programme is to train students with a theoretical background by providing them
with extensive exposure to the industrial environment. The approach will include advanced technical
knowledge at the concept and machine level, study of cross-sectional physical models of equipments
to appreciate the theoretical concepts, exposure to latest equipments, increase in time allotted for
training module (currently, the practical component is 10% to 15%), etc.
7.2.2.2.3.
Focus on shared education service
The objective of this initiative is to train students in highly specialized trades through a shared education
service model. Under this initiative, the University will approve the list of specialized courses/trades.
These highly specialized courses/trades will be offered at select educational institutes with necessary
infrastructure and faculty. Students from other colleges will get trained and certified by the host institute
and course credits will be transferred. The host institution can generate revenue by way of training fee.
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This initiative will ensure quality of education, reduce pressure on duplicating infrastructure, encourage
specialization, and generate revenue.
7.2.2.2.4.
Encourage Private Training Providers
The focus of this initiative is on the shared service model for better utilisation of infrastructure and
equipment. Private vocational training providers should be encouraged to set up base in the State. Private
providers can be reimbursed for outcome based training. An infrastructure bank for training providers can
be created to increase utilisation of the existing educational infrastructure
7.2.2.2.5.
Initiative aimed at improving the quality of training the trainer
The objective of this initiative is to provide cutting-edge training programmes to select faculty members
in the area of knowledge based industries. Under this initiative, it is proposed that the University approve
the list of specialised courses/trades, and faculty members be selected on the basis of their educational
background, experience, institute profile, student profile and training need. Selected faculty members will
undergo structured training during the summer vacation for a period of four weeks, and at the end of
training programme, the faculty members will be deputed to undergo another three to four weeks training
programme in the industry. This initiative will ensure transfer of knowledge from faculty to students,
better utilisation of educational infrastructure, and will also encourage industry–institute partnerships. The
cost of the training programme will be borne by the educational institution.
7.2.2.2.6.
Improving ITI’s
The recommendations related to improvement of ITI’s include experience sharing, focus on new trades,
introduction of short term courses and institutionalisation of performance management system.
7.2.2.2.7.
Skill Development Centre
It is proposed that a Skill Development Centre be established with the help of the State government,
Industries and Institutions to facilitate focused skill development in the industry cluster. Each industry
cluster will have a Skill Development Centre; the focus would be on Auto & Engineering, IT/ITES,
Tourism and Construction. The Skill Development Centre will be managed by a council of members
representing key stakeholders. It will focus on bridging skill gaps through the creation of a faculty and
industry manager’s forum to facilitate sharing of knowledge and upgrade of faculty skills, undertaking
focused industrial visits, developing internship opportunities, imparting guest lectures, and participating
in live projects.
Government of Rajasthan
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Government of Rajasthan
7.3.
Rajasthan Mission on Excellence (RMoEx)
The Rajasthan Mission on Excellence (RMoEx) emphasises long term capability building by focusing on:
•
long term capability building of existing clusters
•
market awareness creation
•
long term capability building of schools and colleges
7.3.1. Capability building of clusters
The objective of this initiative is to build long term capability, ensure long term availability of highly
skilled human resources, and maintain competitiveness of the resident industries. Focus should be on in
Auto & Engineering,
Tourism, Handicrafts, etc. Deployment of cluster development initiative for
building long term capability would be done by reviewing investment proposals, preparing a cluster
perspective plan, preparing a Human Resources Development Plan, and establishing a high end research
centre. As a part of the new Industrial Policy in Rajasthan, the State government should encourage
creation of a centre for higher education and research in the respective industrial clusters, and companies
establishing centres for higher education and research should be given training incentives.
7.3.2. Creating market awareness
Creating market awareness among the employable youth is critical for setting high standards. The
objective of this initiative is to set high aspirations, create awareness about emerging trends and
opportunities, and create role models. The target group will be Engineering & Diploma students, Arts &
Science Graduates, and ITI students. Key initiatives will include exchange programmes with leading
educational institutions in India and participation in the World Skills Competition.
7.3.3. Skill Assessment, Monitoring and Support
The objective of this initiative will be to map the current skill levels of students against industry standards
with a specific focus on soft skills. The target group will be Engineering, Polytechnic and ITI students.
Activities under this initiative will include skill assessment of 1st year students, annual review of the
process and provision of feedback at regular intervals. It will also include undertaking a specific skill
development programme to address skill gaps.
Government of Rajasthan
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Government of Rajasthan
7.3.4. Funds required to support the skill development initiatives
It is estimated that Rs. 250 to 300 crore will be required to undertake the initiatives as outlined above,
namely, the Large Scale Skill Development Initiative (including the Basic Training Programme and the
Advanced Training Programme), the Rajasthan Mission on Employability and the Rajasthan Mission on
Excellence. To ensure sustainability, the state government shall take lead in funding skill development
activities as the initial corpus to facilitate initiation of skill development training programmes.
8. Implementation Structure
To ensure effective implementation of skill development initiatives, we propose organising the above skill
development initiatives under the Rajasthan Mission on Livelihood (RMoL) with a separate working
group focussing on RMoL, RMoEm and RMoEx.
Figure 13: Key Constituents of Implementation Structure
9. Conclusion
In summary, focus is needed in all the above mentioned areas to ensure the emergence of a ‘skilled
workforce’, which is in the interest of all stakeholders – the Government, Industry, Institutes, other
agencies, and the society. The Govt of Rajasthan would continue to play an active role in these initiatives
and coordinate with all stakeholders in the process. Thus it is by transforming the ‘skill landscape’ of the
state we would be preparing the state human resources to face the challenges and opportunities thrown by
the demands of economic growth in the coming years.
Government of Rajasthan
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