1. 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 people
3. India develops world class infrastructure to become a global hub for knowledge
creation, talent development and entrepreneurial incubation
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 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.
Confidential
Workskills India
1

2. 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 India.
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% respectively
3. Funding: Debt (Soft Loan) from NSDC and equity contribution of respective partners
4. Entity Philosophy: New age Corporation with Social Heart and Business Mind
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 workforce
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-employment)
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.
Confidential
Workskills India
2

3. 3. Deployment Model
Partnerships with Institutions / Industry Associations / Government
Bodies / Individuals
Map to Industry
Requirements
Engagewith the Youth at
the Village level
Training Strategy &
Certification Process
Technology interfaceto
Scaleand Standardize
Job Requirements
Jobsto Certified Youth
Community
Mobilization
Training&
Certification
Placement
Support
Creating Employability
Franchise Model for Operations to create Scale and Ramp-Up
capability
The skill mission deployment would include the following 3 three core pillars:
3.1 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 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.
Confidential
Workskills India
3

4. 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 & Mobilization
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
• 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
Confidential
Workskills India
4

5. • 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 sustainability
The following sub sections will detail the set up for the mobilization phase of this initiative.
Confidential
Workskills India
5

6. 3.2 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
mechanism.
The details of the model and the organization structure are described in the proposal.
Head
Office
East
Region
West
Region
South
Region
North
Region
State*
State*
State*
Dist.
Dist.
Dist.
Dist.
FranchiseeManpowerJVManpower
* State includes JV State Officeand Franchisee Operations
The highlights of Training execution are as follows. The following illustration depicts the
activities involved in training the participants.
Confidential
Workskills India
6

7. 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 channels:
• 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:
Sno Sector Proposed Course
1. Automobile • Foundation Course - 2 Wheeler Mechanics
• Foundation Course - 4 wheeler Mechanics
Confidential
Workskills India
7

8. • 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
Construction
• Basics Course for Plumbers
• 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 / nurses
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
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)
Confidential
Workskills India
8

9. • 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 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
Confidential
Workskills India
9

10. Confidential
Workskills India
S. No Industry Assessing & Certifying
Partner
1. Automobile SIAM
2. Organized Retail RMAI
3. Telecom ICA
4. Healthcare ICHA
5. Building & Construction NAC
6. Travel and Tourism ?? (To be identified)
7. Security Services Pinkerton
10

11. 3.3 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 review.
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
• 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.
Confidential
Workskills India
11

12. Confidential
Workskills India
12

13. 4. Critical Success Factors
4.1 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 sectors.
These partners will be brought in to provide one / all of the following key operation elements
for the business:
Community
Mobilization
Multi-region partner,
like
•MART
•Bharat Shodh
•NGOs like SEUF
Specific local
partners, like
•Community Leaders
•Panchayats
Micro-lending
organizations for
Student Load, like
•NABARD
•SBI / PNB etc.
•MFIs
Training
Delivery
Partners for Training
Content, like
•SIAM
•Airtel
•ICA
•RMAI
•NAC
IT enabled delivery
partners
•Airtel
Assessment
&
Certification
Industry Body /
Consortium of
Leading
Organizations, like
•SIAM
•RMAI
•RAI
•NAC
•ICA / COAI
Placement
Support
Tie-ups with Large
Organizations (Direct
/ Franchise-level
recruitment)
•Maruti / Hero Honda
•Airtel
•HUL / Godrej
Outsourced
Manpower
Organizations, like
•TMI
Micro-lending
organizations for self-
employment, like
•NABARD
•SIDBI
•MFIs
Confidential
Workskills India
13

14. 4.2 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
Confidential
Workskills India
14

15. Confidential
Workskills India
15