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Analysis of Talent Supply and Demand

Employment Requirements and Skill Gaps


in the Indian IT-BPM Industry

Analysis of Talent Supply and Demand


Employment Requirements and Skill Gaps
in the Indian IT-BPM Industry

Copyright 2014
NASSCOM
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Published by
NASSCOM, New Delhi
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The information contained herein has been obtained from sources reliable to NASSCOM. NASSCOM
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Acknowledgements
We would like to thank Mr. Som Mittal, former President, NASSCOM; Mr. Lakshmi Narayanan, Chairman,
IT-ITeS Sector Skills Council NASSCOM and CEO Cognizant and the entire NASSCOM and SSC NASSCOM
team for their strategic leadership and support to this important report.
We are grateful to the officers of the Ministry of Communications and Information Technology, the
Ministry of Labour and Employment (MoLE), the Prime Minister's Office (PMO), and the National Skills
Development Corporation (NSDC), who provided us with the relevant information and support required for
this report.
We are grateful to the members of the Project Board; Mr. Srikantan Moorthy - Infosys,
Mr. Kothandaraman Karunagaran - CSC, Mr. Vidyut Navelkar - TCS, Mr. Arjun R - HCL and Mr. Anil
Menon - IBM, for their continued support.
Last but not the least, we would like to thank the Accenture Project team consisting of Nilaya Varma,
Shammak Bannerjee, Deepti Gogia, Ritesh Arora and Aman Kaur for conducting the research and putting
this report together.

Talent Demand Supply Analysis Indian IT-BPM Industry

Foreword
2013 was an important year for the Indian IT-BPM Industry as global markets struggled to emerge from
their economic instabilities and environmental challenges.The situation, though challenging, also
presented new opportunities to tap for the Indian IT-BPM Industry. One of the key imperatives for the
industry is to continuously seek and develop the 'right' talent to drive their growth.
As per the National Skills Mission, 500 million professionals would need to be skilled by 2022, to make
them employable. The Indian IT-BPM Industry currently employs about 3 million people directly and about
9 million, indirectly. As per the NASSCOM Perspective 2020 report, the industry has a potential to
contribute to, as much as, 30 million employment opportunities (direct and indirect) by 2020.
This report analyses these requirements, in terms of Talent Demand and Supply in the Indian scenario. It
aims to assess quantitative and qualitative gaps that exist and have the potential to stunt the growth of
the Industry. It consists of detailed analytics and insights that highlight the issues in Talent Demand by
the Industry, analyses the situation of Talent Supply from Indian education system and goes on to identify
the Demand-Supply gaps.
An estimated 5 million graduates pass out of the Indian Education system every year, across a range of
courses but only a few are able to find a suitable job. Employability of these graduates has often been
questioned. The report touches upon this topic and gives recommendations to a range of stakeholders to
work towards improving the situatio qualitatively and quantitatively.
This Talent Demand-Supply Analysis Report is one of several efforts by which NASSCOM aims to develop
ready-to-deploy talent across the IT-BPM Industry.
We reaffirm our commitment to facilitate the growth of the industry and trust you will find the report
useful.
R Chandrashekhar
President

Talent Demand Supply Analysis Indian IT-BPM Industry

Executive Summary
The Indian IT-BPM industry has made an unparallelled impact on the Indian economy with its far-reaching
impact on socio-economic spheres including revenue growth, livelihood generation, infrastructure
development and social transformation. As the pioneer of IT-BPM Services Industry in the world, the
impetus is to maintain and sustain this leadership position in the long run. A key initiative in this regard will
be the development and upskilling of talent so that the industry is able to uphold its global leadership.
As per NASSCOM's Strategic Review 2013, the industry aggregated revenues exceeding USD 108 billion and
employed almost 3 million people. The industry accounts for almost 25 per cent of the total exports and 11
per cent of the total service revenues. Among the 3 million people employed, a majority are skilled workers.
Despite nearly 5-5.5 million employable people getting injected into the labour market every year, the
industry is facing a shortage of the 'right' talent. This is a cause of concern because, this 'right' talent is
imperative for India to maintain its leadership position. Thus, one of the key initiatives taken up by the
government in collaboration with the IT-BPM Industry is the development and up-skilling of talent to
maintain its global leadership.
Currently, talent over-supply and low employability is leading to, on the one hand to under-employment
and on the other to a supply deficit for the industry. If not tackled well, this could stunt the Industry's
growth. To develop the relevant skills required in the IT-BPM industry, it is critical to understand the talent
demand and supply landscape and also the skill sets required, in the industry.
The report aims to provide a qualitative and quantitative analysis of the Talent Demand and Supply for the
IT-BPM Industry focussing on the number of professionals required and the skills set required of these
professionals.
This report also addresses the key issue of employability in a novel way. A dipstick assessment involving
leading organisations in the IT-BPM industry was conducted with respect to employability of the candidate
base and its potential impact on the net talent supply.
It was noticed that in the non-BPM space (IT Services, Engineering and R&D and Software Products),
around 24-26 per cent of candidates are employable in Tier 1/Tier 2 organisations.
For Business Process Management (BPM), the employable pool is estimated to be lower at 18-20 per cent.
However, initiatives such as National Occupational Standards (NOS) have the potential to increase the
employability to 56-58 per cent for non-BPM and 33-35 per cent in the BPM space.

Employability: Employability is defined as the proportion of people to whom organisations are willing to make an offer out of a given
number of applicants who are willing to work in the IT-BPM industry. This percentage has been derived in the next page.
Boundary Conditions to the definition above: The boundary conditions that apply to this definition are:
a) Demand is not a constraint (actual demand could be fluctuating) and
b) This definition holds true only in the case of export-led IT-BPM Industry.

Talent Demand Supply Analysis Indian IT-BPM Industry

Table of Contents
Talent Situation in the Indian IT-BPM Industry

1-4

Structure of this Report

5-5

Approach and Methodology of the Talent Supply-Demand Analysis

6-9

Talent Demand Situation in the Indian IT-BPM Industry

10- 14

Talent Supply Situation in the Indian IT-BPM Industry

15-28

Analysis of Talent Supply with respect to Academic Outcomes

29-34

Analysis of Talent Demand and Supply

35-44

Quantitative Analysis

Qualitative Skill Gaps

Key Issues and Recommendations

45-55

Appendix
l

Appendix A: State-wise Analysis of Talent Supply

56-68

Appendix B: Talent Supply Trends by Course

69-72

Appendix C: Analysis of Talent Demand-Supply Gaps by Regions

73-75

List of Figures

Talent Demand Supply Analysis Indian IT-BPM Industry

76 -79

Talent Situation in the Indian


IT-BPM Industry
Graduate talent supply for the IT-BPM Industry is not just restricted to Engineers or technically qualified
talent. In fact with the scope of services being offered by BPM - Finance, Medical, Legal and almost every
professional is part of the potential talent pool.
Out of the 5-5.5 million graduates that pass out every year, only about 0.6-0.7 million are considered
employable by Tier 1/Tier 2 companies.
This insight is based on a research conducted with participation from employers like Infosys, TCS, HCL,
Genpact, Convergys, etc. which identified the factors used to filter out candidates in the recruitment
process.
The three key factors used for these filtering were:
a)

Academic Performance

b)

General and Technical Aptitude

c)

Soft Skills

When applied one after the other, the research showed that the these filters lead to an employable
talent pool of 20-22 per cent for the IT-BPM Industry, meaning an employable pool of around
0.6-0.7 million.
With the implementation of NOS, we expect an approximate increase of 250 per cent in the number of
employable candidates for the IT Services, Engineering and R&D and Software Products sub-sectors.This
will lead to an increase to 1.8-2 million and hence these initiatives are seeing a strong focus by the
government, industry as well as the academic community.
Figure 1: Talent Situation in the Indian IT-BPM Industry
l
l

Total Supply from All Streams (Technical + non-Technical) : 5.O-5.5 million


Willing to work in IT-BPM: Sum of Technical and non-Technical i.e. 3.1-3.6 million
Estimated Available Talent Supply
(sum of Technical and non Technical)

Academics/Percentage

l
l

General & Technical Aptitude

Soft Skills

Estimated Available Talent Supply


after implementation of NOS

~ 2.7-3.1 million

~ 2.7-3.1 million

~1.6-1.8 million

~2.5-2.7 million

~0.6-0.7 million

~1.8-2.0 million

Employability* = ~20-22%
Employability with NOS= 58-63 %

*Employability is calculated as a percentage of talent supply available after screening for academics, general & technical aptitude and
soft skills out of total supply willing to work for the IT-BPM Industry.

Talent Demand Supply Analysis Indian IT-BPM Industry

How bad are these numbers for the Indian IT-BPM industry's global competitiveness?

The graduate supply numbers portray a great room for improvement and a key requirement to undertake
effective measure in skill development, NOS being one of them. However, it must be noted that even at
current employability numbers, India continues to lead the race in providing graduate talent and
that India's current employable pool is bigger than the combined employable pool of China, Philippines
and Brazil.
Figure 2: Employable pool

600,000 -700,000

340,000-370,000

77,000 - 85,000

India

Philippines

30,000-35,000
China

Brazil

What this means is that compared to other countries that are or have the potential to threaten India's
leadership, India still fares better on the graduate talent supply numbers. This by no means, is an
indication to relax but an opportunity for us to continuously improve our skilling system so that we
continue to lead the global IT-BPM industry.

*Source NASSCOM-McKinsey Research 2012


Numbers have been estimated for 2013 based on a YoY growth of 8 per cent

Talent Demand Supply Analysis Indian IT-BPM Industry

Talent supply for Non-BPM sector

The research highlights that of the ~0.6-0.64 million candidates willing to work in the non-BPM sectors (IT
Services, Software Products and Engineering and R&D), around 0.15-0.18 million are deemed employable
as per the chart illustrated below.
These sub-sectors are technical in nature and require professionals from Engineering and related technical
fields only.
Organisations filter out a considerable proportion of candidates at each stage, especially at Technical
Aptitude owing to lack of requisite skills set as per the organisational standards.
With NOS, the candidates will be trained as per the organisations' requirements and hence the filtering out
proportions would be negligible for factors: General and Technical Aptitude (meaning higher proportion of
candidates filtering-in). Therefore, the industry will have a higher number of employable candidates at its
disposal for recruitment.
Figure 3: Talent supply for Non-BPM Sector
l
l

Total Supply from Technical Streams1: 0.75-0.8 million


Willing to work in IT-BPM: 80 percent of the total i.e. 0.6 - 0.64 million

Percentage of candidates chosen


from the last filtering criteria

Academics/Percentage

Estimated Available Talent


Supply after implementation
of NOS

80%

~ 0.5-0.55 million

~ 0.5 million

General & Technical Aptitude

50%

~0.25-0.28 million

~0.5 million

Soft Skills

60%

~0.15-0.18 million

~0.5 million

Employability* = 24-26 per cent

Employability with NOS = 75-80 per cent

Estimated Available
Talent Supply (1)

Technical Stream = Engg Degree + Engg. Diploma (PG+Post-school) + MCA

*Employability is calculated as percentage of talent supply available after screening for academics, general & technical aptitude and
soft skills out of total supply willing to work for IT-BPM industry.

Talent Demand Supply Analysis Indian IT-BPM Industry

Talent supply for the BPM sector

Talent supply for the BPM Sector (Only Non-Technical Graduates)


The BPM sector consists of areas such as F&A, HR Outsourcing, Legal Process, Medical processes, etc.
apart from the much-famed Customer Support processes. The scenario below assumes that only
non-technical graduates, such as graduates from Commerce, Arts, Science, etc. backgrounds are willing to
join the BPM sub-sector.
The current total potential supply (those who are willing to work) to this sub-sector is around 2.5 million.
However only about 0.45-0.5 million are considered employable by the industry.
With the implementation of NOS, we expect an approximate increase of more than 200 per cent in the
number of employable candidates to about 1.3-1.5 million. This has been estimated as a result on
improvement on filtering out ratios for factors; General and Technical Aptitude (from ~60 per cent
to ~ 90 per cent) and Soft Skills (from ~33 per cent to ~70 per cent).
Figure 4: Talent Supply for the BPM Sector
l
l

Total Supply from non-Technical Streams: 4-4.5 million


Willing to work in IT-BPM: 60 per cent of the total i.e. 2.4-2.7 million
Percentage of candidates chosen
from the last filtering criteria

Academics/Percentage

General & Technical Aptitude

Soft Skills

l
l

Estimated Available
Talent Supply (1)

Estimated Available Talent


Supply after implementation
of NOS

90%

~ 2.2-2.5 million

~ 2.2-2.5 million

60%

~1.3-1.5 million

~2-2.2 million

33%

~0.4-0.5 million

~1.3-1.5 million

Employability* = 18-20 per cent


Employability with NOS= 50-55 per cent

The three-level illustration provided earlier, highlights a crucial scenario that the Indian IT-BPM industry is
facing today. On one hand, it faces the task of finding jobs for the large number of technical and
non-technical graduates who pass out every year. On the other hand, it faces an equally challenging task of
finding suitably 'employable' talent who can meet the requirements of the job and the clients.

*Employability is calculated as percentage of talent supply available after screening for academics, general & technical aptitude and
soft skills, out of total supply willing to work for IT-BPM industry.

Talent Demand Supply Analysis Indian IT-BPM Industry

Structure of this Report


This report first analyses this talent demand-supply problem in detail, identifying state-wise and
sub-sector-wise trends and insights, followed by analysis of Indian education supply chain and concludes
with the identification of key issues and recommendations.
This report also outlines the key issues identified and the recommendations against each of them. These
should be implemented to ensure that the industry growth is not hampered due to lack of skilled workforce
in-line with the targets of the National Skills Mission and the Twelfth Five Year Plan. The report contains
the following sections:
Approach and Methodology of the Talent Demand Supply Analysis
This section outlines the approach and methodology used to undertake the research, data validation,
analysis and insights.
Talent Demand Situation in India
This section describes the net hiring numbers in the IT-BPM industry in India as impacted by attrition and
lateral hiring of experienced candidates in the industry. It also outlines the flow of talent in the industry
and presents a comprehensive analysis of talent demand by assessing the distribution of talent across
regions, states and cities.
Talent Supply Situation in India
This section presents a background of India's growth story and makes an opening case for the comparative
advantage India enjoys because of its demographic dividend. Further, it details the categories of institutes
that feed into the IT-BPM Industry as potential talent supply pools and presents a comprehensive analysis
of talent supply in India by assessing its distribution across regions and states.
Analysis of Talent Supply with respect to Academic Outcomes
This section presents an analysis of talent supply with respect to envisaged academic outcomes.
It outlines an evaluation of courses and identifies key missing areas and lists out a comparison of courses
on the basis of actual and desired academic outcomes.
Gaps in Talent Demand and Supply
This section provides a view of the data collected during research in the form of current and future trends
in the talent demand situation in India and the talent supply situation in India with respect to the IT-BPM
industry. The data is provided on a geographical basis as well as with respect to qualitative skills
requirement. This section also identifies the potential gaps in the talent demand and supply in the
industry.
Key Issues and Recommendations
This section highlights the key issues identified and provides recommendations and measures to be taken
to address these issues that may hinder the growth of the IT-BPM industry.

Talent Demand Supply Analysis Indian IT-BPM Industry

Approach and Methodology of the


Talent-Supply Demand Analysis
Data for the analysis was collected through primary and secondary research. The following methodology
was adopted for analysing the demand and supply of talent as per the skill set requirements of the IT-BPM
industry.
This analysis should be conducted on a bi-annual basis to ensure that the data for the demand supply
situation in the IT-BPM is updated and provides the actual picture of the talent pool in the country.
The Approach and Methodology followed for the Talent Supply Demand Analysis is shown in the figure
provided below:
Figure 5: Approach and Methodology for Talent Supply Demand Analysis

A. Identify Data
Sources

E. Maintain
Currency of
Data

D. Analyse the
Data

B. Scan Data
Sources to
Gather
Relevant Data

C. Validate the
Data

Talent Demand Supply Analysis Indian IT-BPM Industry

The first step to begin the research was to identify the data sources for gathering the information about
the talent supply and demand landscape. Each step is described below:
A. Identify Data Sources
Both primary and secondary sources were used for the research.
l
Primary sources included Online surveys, SME Interviews and Focussed Group Discussions.
l
Secondary sources included Research reports, company websites and Software Technology Parks of
India publications.
l

Figure 6: Data Sources for Talent Supply Demand Analysis

l Online

Surveys
Group
Discussions
l Interviews of
Subject Matter
Experts (SMEs)
l Focussed

Primary
Data

l Research

Reports:
- MHRD
- UGC
- AICTE
- NASSCOM
l Data from Software
Technology Parks
of India

Secondary
Data

Talent Supply Demand Analysis


The following sources were identified as the primary sources of information for research:
l

Talent Demand details from IT-BPM industry, regulators and government sources

Talent Supply statistics from government sources like ministries and universities and educational
institutes

Industry benchmarks

NASSCOM data
Figure 7: Primary Data Sources for Talent Supply Demand Analysis

Government
Bodies

Talent Demand
Statistics

Universities

NASSCOM
Data

Industries

Talent Demand
Statistics

Industrial
Bodies

Industry
benchmarks

Benchmarks

Talent Demand Supply Analysis Indian IT-BPM Industry

B. Scan Data Sources to Gather Relevant Data


The next step was to gather the data from the pre-identified sources and prepare for analysis. A
combination of primary and secondary sources was used for capturing qualitative and quantitative data
for the Talent Demand-Supply report. The following techniques were used for capturing the data from
primary sources:
Figure 8: Methods to Collect Primary Data

Online
Surveys
Face-toFace
Interviews

Emails
Primary Data
Collection
Methods

Focus
Group
Discussions

Telephonic
Discussion
Expert
Talks

C. Validate Data
The data gathered was then checked for consistency via the validation process. The collected values were
compared with the current and previous NASSCOM publications and other reports in this area. Major
inconsistencies, if any, were highlighted and addressed by re-evaluating the erroneous data points.
D. Analyse the Data
The data collected through primary and secondary research was analysed to generate key insights as
agreed in the Statement of Work. Additionally, analysis to highlight the focus areas for the industry
and academia were conducted to highlight the issues faced by each and the possible ways to address
these issues.
E. Maintain Currency of Data
The IT-BPM Industry is one of the most dynamic industries in the globe. The talent landscape of the
IT-BPM industry varies often due to changes in industry practices, government legislations, international
regulations, policies, etc.
It is also recommended to refresh this data every 3 months to 2 years (depending upon Industry
requirements) to maintain relevance to the actual IT-BPM industry scenario. This is a very critical stage in
the talent demand supply analysis process.

Talent Demand Supply Analysis Indian IT-BPM Industry

Figure 9: Maintenance of Talent Demand Supply Data

Gather Talent
Demand data
from Industry

Integration with
other SSC WFMIS

Integration with
other SSC WFMIS

(a)
(b)

(e)

Refresh data
periodically
Reporting mechanisms:
l Automatic mailers
l Other allowed
mechanisms
Relevant stakeholders:
l Industry
l Academia and
academic institutions
l Industry bodies
l Regulators
l Government

WFMIS

Gather Talent
Supply Data
from Academia

(d)

[c]

Reporting
mechanism for
relevant
stakeholders

Analyse Talent
Demand-Supply
data to highlight
trends and
draw Insights

Data gathering using:


l Automatic update
through crawler
l Manual updates by
various stakeholders

Automatic update of:


l Projected Talent Demand
and supply growth
l Regional Talent DemandSupply variance
l Sub-sectoral variances etc.

To maintain the talent demand supply data continuously, the following process needs to be followed:
a) Gather Talent Demand Data
b) Gather Talent Supply Data
c) Analyse Talent Demand-Supply data to highlight trends and draw insights. Focus on areas like:
i. Projected Talent Demand Growth
ii. Projected Talent Supply Growth
iii. Regional Talent Demand-Supply Variance
iv. Qualitative Skill Gaps
v. Sub-sectorial Variances
d) The report is shared with relevant stakeholders to enable data-based decision-making. The relevant
stakeholders are:
i. Industry
ii. Academia
iii. Industry bodies
iv. Academic institutions
v. Regulators
vi. Ministries
e) Refresh data within a period of 3 months to 2 years.

Talent Demand Supply Analysis Indian IT-BPM Industry

Talent Demand Situation in the


Indian IT-BPM Industry
By 2020, the IT-BPM Industry will hire more than 0.4 million candidates every year.
The Indian IT-BPM Industry is going through challenging times as far as demand for talent is concerned. It
is still recovering from the aftershocks of the economic slump of 2009 and focussing more and more on
innovation and re-engineering its business processes and ways of working.
The net demand for talent in FY2013 stands at an estimated 0.19 million professionals.
This number is interesting when compared to the annual supply of engineers estimated to be ~0.7 million
in 2013.
Assuming an employment growth scenario of 9 per cent, the demand for talent is expected to be more than
double, i.e. 0.42 million by 2020.
However, if employment grows at 20 per cent, a number that was being projected frequently 5-6 years
back, the talent demand could be ~0.7 million.

Figure 10: Employment Trends in the Industry


Net addition in employment (2009-20)

450,000

0.42 million

400,000
350,000
300,000
250,000

0.19 million

200,000
150,000
100,000
50,000
-

Economic
slowdown
FY2009

FY2010

FY2011

FY2012

FY2013

FY2020

These figures indicate the hiring across all levels. However, the major portion of this hiring (~95 per cent) is
at the entry level and constitutes fresh graduates/post graduates from formal and non-formal educational
institutes.

Talent Demand Supply Analysis Indian IT-BPM Industry

10

This rate of growth in hiring, though substantial, will be slower than the growth in revenue.

Automation of various job roles such as software testing and call centre operators has adversely affected
the hiring growth and hence, the total revenue has grown at a faster rate than rise in employment. This
movement to an increase in revenue per employee is considered to be a sign of maturing industry.
Figure 11: IT-BPM Industry Revenue and Employment Growth
Revenue
CAGR 12.8%

Employment
CAGR 8.6%

95.2

Revenue (in USD billion)

3.0

80.0

76.3

70.0
60.0

3.5

87.7

90.0

59.9

2.5

63.8

2.0

52.1

50.0
40.0

1.5

30.0

1.0

Employment (in million)

100.0

20.0
0.5

10.0
0.0

0.0
FY2008

FY2009

FY2010

T otal Employment (million)

FY2011

FY2012

FY2013

T otal Revenue (USD billion)

The trend is prevalent in occupations like Software Testing in IT Services and Customer support where
technology and automation imply that less 'human resources' are required to do the same tasks as
software and chat/IVR-based support.

11

Talent Demand Supply Analysis Indian IT-BPM Industry

Small and Emerging companies too will contribute substantially to the increase in talent demand.

The Indian IT-BPM Industry is home to over 5000 organisations. Of these, the top 11 organisations employ
a third of the total workforce who deliver around half of the industry's revenues.
Another interesting statistics is the presence of ~4000 smaller organisations that contribute to ~10 per
cent of the industry's revenue but employ 15-18 per cent of the Industry's workforce.
It is likely that these will be the key drivers for demand in the current economic scenario of uncertainty.
Figure 12: Top 11 companies employ 1/3rd of the industry and contribute 50 per cent of revenues
Type of companies

Number of companies

Large-Sized
(>USD 1 billion)

Mid-Sized
(USD 100 million-1 billion)
Emerging
(USD 10 million100 million)

Small/Start-Up
(<=USD 10 million)

Revenue contribution by
these companies

% of people employed
by these companies

11

47-50%

35-38%

85-100

32-35%

28-30%

450-600

9-10%

15-20%

>4000

9-10%

15-18%

Talent Demand Supply Analysis Indian IT-BPM Industry

12

In terms of courses, Engineering and Computer Application will continue to remain key and a new
alternate of talent supply will emerge.

Figure 13: People employed by type of qualification

Others*

Specialists (Doctors/Lawyers)
Finance Specialists (CA/CS)
5%
Post-graduates
(including MBA)

3% 4%

12%

30%Engg.
Graduates

46%
Graduates
(other
than
Engg.)

Post School Diploma


holders (~1-2 per
cent)
School students
(<1 per cent)
Certifications and
non-Formal Training
(~1-2 per cent)
Alternate Talent Pool

It is interesting to note that contrary to the popular belief that mostly engineers are hired in the IT-BPM
industry, only 1/3rd of the people employed in the industry are Engineering graduates. ~50 per cent are
graduates other than engineers.

13

Talent Demand Supply Analysis Indian IT-BPM Industry

The Southern region contributes maximum to this demand in addition to Maharashtra and NCR.

Figure 14: Region-wise Talent Demand Distribution

North
18%
East
6%

South
57%
West
19%

The Southern region accounts for 57 per cent of the total talent demand. This is mainly due to the states of
Karnataka, Tamil Nadu and Kerala in the south, which are part of the top 5 states in the talent demand
scenario. This is also due to the concentration of IT industry in the southern states when compared to the
northern and eastern states.
West contributes to ~19 per cent to the Talent Demand followed by North which accounts for 18 per cent
mainly due to NCR that has a huge cluster of IT companies. Demand in West region is essentially based out
of Mumbai and Pune. Pune especially, has emerged as a major hub for the IT-BPM Industry.
Figure 15: State-wise Talent Demand Distribution
Demand - 2013

Karnataka
46,605

Delhi

32,584

Maharashtra

30,526

T amil Nadu

29,034

Andhra Pradesh

27,662

Kerala

8,520

West Bengal
Gujarat

86
per cent

6,357
3,763

Odisha

2,338

Chandigarh

2,148

A detailed analysis by state, indicates that Karnataka, Delhi, Maharashtra, Tamil Nadu and Andhra
Pradesh constitute about 86 per cent of the total jobs created. The number has decreased over the last
5 years from 90 per cent. Within the 5 states, Karnataka leads by 40 per cent against the second ranked
state i.e., Delhi. The reason behind such a huge gap is that Bengaluru which is the hub for IT-BPM industry
is in Karnataka.
Maharashtra and Tamil Nadu are in the 3rd and 4th place respectively with many companies preferring to
have their corporate headquarters in Mumbai. Pune in Maharashtra and Chennai and Coimbatore in Tamil
Nadu contribute to this demand for talent.

Talent Demand Supply Analysis Indian IT-BPM Industry

14

Talent Supply Situation in the


Indian IT-BPM Industry
India's Demographic Dividend positions it as the Talent base of the world.
Compared to western economies, where there is a burden of an ageing population, India has a unique
2025 years window of opportunity called the demographic dividend. This demographic dividend
means that as compared to other large developing and developed countries, India has a higher proportion
of working age population vis--vis its entire population. The result is low dependency ratio, which can
provide a comparative cost advantage and competitiveness to the economy.
Figure 16: World Population Age Demographics
Population in 15-59 age group by 2022
UK
38,133,894
0.8%
France
US
195,489,469
4.1%

Germany
44,408,764
0.9%

China
904,481,837
18.9%

37,332,831
0.8%

Japan
64,950,362
1.4%

India
861,235,123
18.0%
Brazil
Australia

139,520,976
2.9%

Population in the 15-59 age group

14,42,441
0.3%

Proportion of the countrys 15-59 age group population


to worlds 15-59 age group population

Source: Knowledge paper on skill development in India: Learner First E&Y

Further, it is expected that the aging economy phenomenon will globally create a skilled manpower
shortage of about 56.7 million1 by 2020.
With the rising trend of outsourcing work globally, India has the opportunity to become a global reservoir of
skilled manpower accounting for 28 per cent of the graduate talent pool among 28 of the world's lowestcost economies.

15

Skill development and training, Planning commission (Government of India), 2008

Talent Demand Supply Analysis Indian IT-BPM Industry

Among all the countries, India enjoys a unique advantage not only to fulfil its internal demand of skilled
manpower, but also cater to the labour shortage in other countries. The government is taking proactive
steps to fill the existing skill gap to leverage its position as a supplier of skilled manpower to the world.
India is expected to grow at a rate of 8 per cent on an average in the next 10 years. More than 700 million
Indians are estimated to be of working age by 2022. Out of these, more than 500 million require some kind
of vocational or skill development training.
Figure 17: Projected Growth in Sector-wise Manpower Requirement
Growth in manpower requirement by 2022 (in million)
CAGR 2008-22
Auto and Auto components

35

13

Building and construction industry

9.8%
33

25

Textile and clothing

26.2

35.4

Organised Retail 0.3


Real Estate Services

6.2%
4%

17.3

33.8%
14

11

6%

IT and IT-BPM 2.2 5.3

9.2%

Gems and Jewellery 3.3 4.7

6.5%

Leather and Leather goods

2.5 4.5

7.6%

BFSI

4.3 4.2

5%

Furniture and Furnishings 1.4 3.4

9.2%
Employment in 2008

Incremental HR requirement till 2022

Source: Knowledge Paper on Skill Development in India: Learner first E&Y

Figure 18: Growth in Manpower Requirement

Year

GDP growth
rate

Project employment (in million)


Agriculture

Industry

Services

Total

2011-12

9%
7%
5%
9%

229.2
225.4
221.5
240.2

105
102
99.1
126.2

153.5
149
144.6
189.5

487.7
476.4
465.2
555.9

2016-17

7%

232

116.8

174.8

523.5

5%

224

108.1

161.2

493.3

Source: NSDC

In the Twelfth Five Year Plan, the country has set a tough challenge in the field of vocational education and
training to tackle this skill gap in the future. It aims to increase the percentage of workforce with formal
skills to 25 per cent at the end of the plan. It is estimated that 5070 million jobs will be created in India
over the next five years and about 75 per cent90 per cent of these additional employment avenues will
require some vocational training.

Talent Demand Supply Analysis Indian IT-BPM Industry

16

The Indian talent ecosystem is a mix of formal and non-formal education sources.

Figure 19: Talent Supply Ecosystem

Indian
Education
Ecosystem

Formal
Institutes

Non Formal
Institutes

Schools
(9th-12th)

Engineering

NonEngineering

CBSE, ICSE,
State Boards
etc.

Computer Science,
Information
Technology,
Mechanical,
Electronics, Electrical,
Chemical, etc.

Commerce, Arts,
Science, Medicine,
Law,
Management,
Others

ITIs/ITCs

Polytechnics

Private
Training
Providers

Formal Institutes
Formal Institutes are educational institutes that provide education that corresponds to a systematic,
organised education model that is structured and administered according to a given set of laws and norms.
These institutes present a rather rigid curriculum as regards objectives, content and methodology2. Formal
education institutions are organised in administration and curriculum and require a minimum classroom
attendance from students. There are set programmes that must be followed by teachers and students
that involve assessments - both intermediate as well as final before students can advance to the next
learning level. It also awards degrees post the assessment on the basis of strict regulations. Formal
Institutes comprise schools, engineering colleges and non-engineering colleges.
Non Formal Institutes
Non Formal Institutes are educational institutes, which provide education that does not necessarily follow
a systematic, organised education model or a rigid curriculum related to objectives, content and
methodology. Student attendance is not mandatory and the teacher-student interaction decreases and
most activities take place outside the institution like home. The educative processes follow a more flexible
methodology and process which are more capable of adapting to the students' needs and interest and take
into consideration the student's pace of learning. These institutes emphasise on the immediate
usefulness of the education for the student's personal and professional growth3. Non-formal institutes
include ITIs, Polytechnics and Private Training Institutes.

2
3

17

http://www.techne-dib.com.br/downloads/6.pdf
http://www.techne-dib.com.br/downloads/6.pdf

Talent Demand Supply Analysis Indian IT-BPM Industry

The Indian Talent Supply ecosystem comprises 1.39 million schools, 32,987 formal colleges, 3617
Polytechnics and 621 universities providing education.
Figure 20: Talent Supply Ecosystem Category-wise Break-up
Higher Education

School Education
(1.4 million)

State
Universities
281
Primary
0.74 million

Primary Upper
0.44 million

Secondary
0.12 million

Central
Universities
41

Colleges
32,987

Senior
Senior
Secondary
Secondary
0.71
lacs
0.07
million

Polytechnics
3,617

Private
Universities
87

Deemed
Universities
131

State Open
Universities
13

Institutions
Institutions
of National
Under Stage
Legislature Act Importance
59
5
Central
Open
Others
University
3
1

Colleges
(35,000)

Universities
(621)

The Universities in India can be further classified into four types which are as follows:
A. Central University
Central Universities are set up by an act of Parliament and is provided funding and grants mostly by UGC
(Universities Grant Commission). There are 41 Central universities in the country like University of Delhi,
University of Allahabad, Indira Gandhi National Open University and so on.
B. State University
State Universities are set up or recognised by an act of the state legislature. There are 281 state
universities in the country. Three of the country's oldest institutions of higher learning, University of
Calcutta, University of Madras and University of Bombay are state universities.
C. Deemed University
Higher Learning Institutes that are not universities but are often in recognition of their high calibre of
education that are granted the status of a university are called Deemed Universities. As in other
universities, students are conferred degrees upon completion of their programme. There are 131
deemed universities in the country. For example, NIT (National Institutes of Technology), IISC,
Bengaluru, etc.
D. Private University
A private university is an institution of higher learning established through a state or central act by a
sponsoring body, such as a society registered under the Societies Registration Act, 1860, or any other
corresponding law for the time being in force in a state or a public trust or a company registered under
Section 25 of the Companies Act, 1956. They need to be recognised by UGC to provide a valid degree.
There are 87 private universities in India. For example, BITS Pilani.

Talent Demand Supply Analysis Indian IT-BPM Industry

18

E. Open University
An Open University (OU) that is open to people without formal academic qualifications and where
teaching is by correspondence or broadcasting or summer school. It is notable for having an open entry
policy, i.e.,a student's previous academic achievements are not taken into account for entry to most
undergraduate/post-graduate courses. The OU uses a variety of methods for distance learning,
including written and audio materials, the Internet, disc-based software and television programmes on
DVD Course-based television broadcasts. Materials are composed of originally-authored work by inhouse and external academic contributors and from third-party materials licensed for use by OU
students4.
Open Universities are further classified into:
l

Central Open University These are set up by Act of Parliament for providing distance education.
There is only one such university which is IGNOU.

State Open University These are set up by an act of State Legislature to provide distance education.
There are 13 such institutes in India like Karnataka State Open University.

F. Institutes of National Importance


Institute of National Importance (INI) is a status that may be conferred to a higher education institution
in India by an act of parliament, an institution which "serves as a pivotal player in developing highly
skilled personnel within the specified region of the country/state"5. There are 59 such institutions in the
country. The common examples are IITs, ISI, and IIITs.
G. Institutes under State Legislature Acts
These are institutes established under the act of the State legislation. Examples include Nizam's
Institute of Medical Sciences, Hyderabad and Sri Venkateshwara Institute of Medical Sciences; Andhra
Pradesh. There are 5 such institutes in India.

4
5

19

http://www.mu.ac.in/myweb_test/MA%20Education-Philosophy/Chapter-19C.pdf
http://en.wikipedia.org/wiki/Institutes_of_National_Importance

Talent Demand Supply Analysis Indian IT-BPM Industry

In terms of states, Rajasthan, UP and the 3 Southern states Tamil Nadu, AP and Karnataka have the
highest number of universities.
Figure 21: Prominent States Talent Supply Break-up

State

State
Private
Central
Deemed Institutes of Total no. of
Universities Universities Universities Universities National
Universities
Importance

Rajasthan

17

33

61

Uttar Pradesh

23

20

10

59

Tamil Nadu

19

29

53

Andhra Pradesh

32

44

Karnataka

23

15

44

Maharashtra

20

21

44

Gujarat

22

14

41

Madhya Pradesh

18

11

36

Haryana

10

14

32

West Bengal

20

26

Talent Demand Supply Analysis Indian IT-BPM Industry

20

Key issues faced in the supply ecosystem are the low enrolment levels, especially in higher education.

Since independence, the enrolment at various levels has gone up tremendously but the achievement in
terms of Gross Enrolment Rate (GER) in higher education is still very low. As the level of education
increases, the drop in talent enrolment decreases resulting in very low GERs in graduation and above
academic levels.
Figure 22: Trends in GER Growth

Primary (I-V)

111.4

Upper Primary (VI-VIII)

73.8

Secondary (IX-X)

53.3

Senior Secondary (XI-XII) 28.9


Higher Education

12.4

115.5

116

114

114.4

78.1

76.2

58.2

59.8

62.7

65

33.5

34.3

35.9

39.3

13.1

13.7

81.5

85.5

18.8

15

Increase in GER
4%
16%

22%

36%
52%

2006-07 2007-08 2008-09 2009-10 2010-11

While the trends show substantial increase in GERs at the Higher Education levels, the enrolments
continue to be abysmal as shown on the next table.
Figure 23: Enrolment at various academic levels
The Implementation of RTE and SSA has brought about substantial increase in school enrolments.
However high drop-outs at Secondary and Sr. Secondary stage reduces the GER to 18% at PG level

Level

Boys
70468

Primary(I-V)

Enrolments (in 000s)


Girls
64849

Total
135317

GER
116%

Upper Primary (VI-VIII)

32808

29248

62056

85.5%

Secondary (IX-X)

17453

14326

31779

65%

Senior Secondary (XI-XII)

10848

8568

19416

39.3%

Certificate

53

62

115

Diploma

2575

1004

3579

Under Graduate

11173

8664

19837

Post Graduate
PG Diploma
Integrated
M.Phil
Ph.D

1480
76
109
9
44

1224
45
94
9
28

2704
121
203
18
72

18.8%

Out of every ten candidates enrolled in a graduate course, only one opts for Higher Education while the
remaining nine join the workforce.

21

Talent Demand Supply Analysis Indian IT-BPM Industry

This drop at the post graduate and doctoral levels is one of the key reasons for lack of innovation and
original research coming out of the Indian Industry.
Figure 24: Drop in Talent Enrolment
India

100%
79%
64%
49%
30%
1.3%

0.1%

PG

Doctorates

Graduates
(incl. Dip.
courses)

Class XII

Class X

Class VIII

Class V

Class I

12%

While industry skill requirements are moving towards R&D and innovation-led work, the requirement from
the supply side is to churn out more talent from higher education segment. This means that more focus
needs to be provided to the enrolment in higher education including post graduates and Ph Ds which is
currently extremely low.
Organisations are looking to be a part of the entire value chain from inventing to innovating to
implementing till enhancing. This requires more of research and development competencies but the
future supply looks bleak due to the low enrolment rate in post graduate and doctoral degrees. 0.07 per
cent of the total student population enrolling in primary schools, enrols in doctoral programmes.
Thus, the Talent Supply for Engineering, Research and Development sub-sector is sure to reach a stock out
situation soon if proper interventions are not done.
Similarly, in the BPM sub-sector, one of the key trends in the skills set requirements will be the increasing
demand for patent advisory (in addition to patent filing/documentation), high-end research and analytics,
online market research and legal advisory 6. These specialised skills can be supplied only by higher
academic levels like graduation, post-graduation, diploma and doctorate where the GER is very low.

Skill Gap Analysis Report for IT and BPM Industry

Talent Demand Supply Analysis Indian IT-BPM Industry

22

Growth in GER has helped the enrolment scenario, but enrolments at Higher Education continues to be a
key concern for the industry.

The Gross Enrolment Ratio (GER) or Gross Enrolment Index (GEI) is a statistical measure used in the
education sector and by the UN in its Education Index to determine the number of students enrolled in
school at several different grade levels (like elementary, middle school and high school) and examine it to
analyse the ratio of the number of students who live in that country to those who qualify for the particular
grade level7.
Historically, the enrolment into higher education levels has seen an upward trend in sync with the upward
growth trend in the number of institutes of higher education. In the figure given below, it is evident that
from 195051 to 200405, the enrolment in higher education has increased from 2 million to 10 million.
It is also evident that higher education had seen the maximum increment of 52 per cent in GER from 2006
to 2011 which indicates that more and more students have been increasingly opting for higher studies and
the number of dropouts after senior secondary levels have reduced since 2006. Secondary and Senior
Secondary levels have also seen a substantial increase in the GER indicating a lower dropout rate in
secondary and primary level.
Figure 25: Growth of GER across all Academic levels

Primary (I-V)

111.4

Upper Primary (VI-VIII) 73.8


Secondary (IX-X)

53.3

Senior Secondary (XI-XII) 28.9


Higher Education

12.4

114

114.4

115.5
81.5

116
85.5

78.1

76.2

58.2

59.8

62.7

65

33.5

34.3

35.9

39.3

13.1

13.7

15

18.8

Increase in GER
4%
16%

22%

36%
52%

2006-07 2007-08 2008-09 2009-10 2010-11


In cognisance of the major trends in the skills demands of the IT-BPM industry, the high GER growth rate of
higher academic level over the last five years is a positive trend. However, the major reason for concern is
that the GER is not very high and hence, there is a lack of skilled talent in the ITBPM industry.

7 http://en.wikipedia.org/wiki/Gross_enrolment_ratio

23

Talent Demand Supply Analysis Indian IT-BPM Industry

By 2020, more than 8 million graduates will pass out every year in India. Of these ~1.5 million will be from
Technical streams.

Figure 26: Growth Trend of Technical streams


Engineer/ Technology/Architecture/ Design

in million

1.57

0.77
0.62
0.48

FY2011

FY2012

FY2013

FY2020

Figure 27: Growth Trend of Total Talent Pool

in million

8.14

4.25

FY2011

4.61

FY2012

5.01

FY2013

Talent Demand Supply Analysis Indian IT-BPM Industry

FY2020

24

Majority of the growth in supply is coming from the Management and Technical streams.

Figure 28: Stream-wise Supply 2011-2020


Arts still contributes highest proportion of students to the Talent Supply. However in terms
of CAGR Education, Technical and Management streams lead the pack
CAGR
22.3%
0.3
0.5

Education

10%

Management

12%

Technical (Engineer/
Architecture/Design)

4.7%

Science

7.2%

Commerce

3.9%

Arts

7.4%

Other

4.3%

Diploma (UG
and PG)

0.8

in million

0.2
1.6
0.2
0.3
0.5

0.2
0.4
0.2
0.1

0.6

0.2
0.4
0.2
0.1

0.8

0.6

0.7

0.7

0.6

0.6

0.7

1.7

1.8

1.8

Supply 2011

Supply 2012

0.3
0.1

Supply 2013

1.0
1.1

2.4

Supply 2020

Of the ~ 5 million graduates who passed out from the Indian education system, around one-third of them
(1.8 million) are from the Arts stream. This number is estimated to reach 2.4 million by 2020, a CAGR of
3.9 per cent.
On the other hand, graduates from technical streams are expected to grow much faster at ~12 per cent from
current 0.8 million to 1.6 million in 2020.
This is in alignment with the level-wise enrolment data which also indicates a high growth in enrolment in
the technical streams.

25

Talent Demand Supply Analysis Indian IT-BPM Industry

Bulk of the supply continues to come from 5 states

In terms of regions within India, South, North and West contribute to 75 per cent of the Talent Supply.
Eastern states of Bihar, West Bengal, Odisha and the North Eastern states lag as they account for only 16
per cent of the graduate supply.

Figure 29: Talent Supply Distribution by Region

Central
9%

North
25%

South
27%
East
16%
West
23%

Figure 30: Talent Supply Distribution by State


These five
states
account for
more than
50 per cent
of the
total talent
supply

Maharashtra

82,502

Uttar Pradesh

74,199

Andhra Pradesh

60,189

T amil Nadu

46,688

Karnataka

40,179

Gujarat

32,974

Madhya Pradesh

33,887

West Bengal

33,625

Rajasthan
Bihar
Haryana

23,858
28,846
23,290

Talent Demand Supply Analysis Indian IT-BPM Industry

26

Five states including Maharashtra, Uttar Pradesh, Andhra Pradesh, Tamil Nadu and Karnataka contribute
to more than 50 per cent of the talent pool. Apart from Uttar Pradesh, these states happen to be the
largest generators of demand in the IT-BPM Industry as well.
When analysing talent demand, the top five contributors were Karnataka, Delhi, Maharashtra, Tamil Nadu
and Andhra Pradesh. The demand supply gap can be noted from the data, where UP is now a major supplier
of talent to the other states to fulfil the demand supply gap.
It is also interesting to note that UP produces graduates mostly in conventional streams like Arts and
Science. This is in stark comparison to the other states identified above with a higher supply of graduates
from upcoming areas like Engineering and Management.
Figure 31: Talent Supply from Uttar Pradesh
5.4%
0.8%
Education/
1.9%
Management/
Hotel/Travel/ T eacher Training Law
Tourism Management
0.9%
Medicine

0.4%
Others
1.9%
Diploma
and Ph D

0.3%
Agriculture &
Allied
4.3%
Engg./Tech./
Arch./Design

13.7%
Science

60.7%
Arts

9.7%
Commerce

27

Talent Demand Supply Analysis Indian IT-BPM Industry

Figure 32: Talent Supply from Tamil Nadu

8.7%
Education/
T eacher Training
6.1%
Management/
Hotel/Travel/
Tourism Management
0.1%
Medicine
2.4%
Agriculture &
Allied

9.4%
Diploma and
Ph D

0.9%
Others
0.6%
Law

20.2%
Arts

12.1%
Commerce

16.0%
Engg./Tech./
Arch./Design

23.5%
Science

Figure 33: Talent Supply from Karnataka


0%
Others
1.5%
Education/
15.2%
T eacher Training 0.8%
Diploma and
Law
Ph D
0.8%
Management/
Hotel/Travel/
Tourism Management 4.5%
Medicine
0.4%
Agriculture &
Allied

31.5%
Arts

17.3%
Engg./Tech./
Arch./Design
8.8%
Science

19.2%
Commerce

Figure 34: Talent Supply from Andhra Pradesh


5.2%
Education/
T eacher Training

0.4%
Law

2.9%
Management/
Hotel/Travel/
Tourism Management

0.1%
Others
11.9%
Diploma and
Ph D

9.8%
Arts
15.8%
Commerce

0.4%
Agriculture &
Allied
0.6%
Medicine
28.9%
Engg./Tech./
Arch./Design

24.1%
Science

(Refer to appendix for Analysis of Talent Supply from all states)

Talent Demand Supply Analysis Indian IT-BPM Industry

28

Analysis of Talent Supply with


respect to Academic Outcomes
In addition to the quantitative aspect of Talent Supply, it is essential to analyse the qualitative aspects of
skill development via the formal Indian education system.
The objectives, efficiency and impact of the Higher Education streams and courses must be studied and
analysed to identify how much is it in line with the set standards and expectations of the academia and
industry.
An analysis of eight courses across streams and colleges was conducted to assess the academic outcomes
with respect to formative and summative assessments. The courses were assessed using the Bloom's
Taxonomy of learning objectives. The following courses were selected for the study:
1. Bachelor in Arts (B A)
2. Bachelor in Commerce (B Com)
3. Bachelor in Science (B Sc)
4. Bachelor of Technology (B Tech)
5. Bachelor in Medicine Bachelors in Surgery (MBBS)
6. Bachelor in Law (LLB)
7. Master in Business Administration (MBA)
8. Bachelor in Education (B Ed)
Identification of representative sample
The courses and institutes were chosen to holistically represent regional coverage and based on preferred
institutions as selected from a range of Indian Institutions by ~300 organisations through an online survey.
Assessment insights
The Bloom's Taxonomy analysis of the eight courses highlighted the key areas of strengths and need for
improvement with respect to outcomes expected by the industry. Based on calculated scores B Tech,
MBBS and MBA programmes emerged as the top three courses when evaluated on a set framework of
Bloom's Taxonomy of learning objectives.

29

Talent Demand Supply Analysis Indian IT-BPM Industry

The key areas of strengths and development identified in the eight courses are as follows:
Figure 35: The key areas of strengths and development identified in the eight courses
Relatively, the reviewed curricula focussed more on Cognitive Domain than on
Affective Domain and Psychomotor Domain.
Analysis of skills within the Cognitive Domain reveals that the curricula lacks focus
on higher order cognitive skills.
While almost all curricula focusses on the end-objective of theory and knowledge elements,
elements such as synthesis and evaluation are not focussed on, in the evaluated curricula.
Based on calculated scores B Tech, MBBS and MBA programmes emerged to be the top 3
courses when evaluated on a set framework of Blooms Taxonomy of learning objectives.
The courses focussed a lot on the knowledge elements and also focussed heavily on
developing theory in the requisite areas.
All courses focussed minimally on the Affective Domain, an observation that has been
validated with senior recruitment professionals; this has led to high skills gaps on the
softer aspects of Communication and Business Conduct.

Summary of curricula evaluation


Almost all analysed courses seemed to lack Higher Order Thinking Skills like Ideation, Innovation and
Research and Development focus.
A. Bachelor of Arts
The evaluated Arts curriculum focussed on theory elements of English, Local Language, Economics,
Geography, Sociology, Political Sciences etc. It included minimal components of practical or industry
exposure. The course also focussed on culture, values, social ethics and community work.
Ideation was one of the key areas that was missing.
B. Bachelor of Commerce
The evaluated Commerce curriculum focussed on theory elements of Financial Accounting, Business
Communication, Business Mathematics, Statistics, Economics, etc. It included components of accounting
standards and account maintenance. There were components of financial analysis of organisations as part
of projects but practical exposure was missing.
Decision-making as a result of analysis and ideation were some of the key areas that weremissing.
C. Bachelor of Science
The evaluated Science curriculum focussed on theory elements of Physics, Chemistry, Biology, Statistics,
Computer Science, Mathematics etc. It included a good mix of practical and theoretical subjects especially
in the area of Physics, Chemistryand Biology. However, the curricula focussed less on research and ideation
but more on understanding the application of theory.
Ideation and innovation/research skills were the key areas that were missing.

Talent Demand Supply Analysis Indian IT-BPM Industry

30

D. Bachelor of Technology
The evaluated Engineering curriculum focussed on theory elements of Applied Physics, Chemistry,
Mathematics, Computer Systems, Electronics and Electrical Systems etc. The curriculum was found to be
an optimum mix of practical and theoretical subjects. The practical subjects focussed essentially on the
application of theory. The curriculum also comprised research and project work; however, original
research/ideation was not mandatory but only optional. Due importance was assigned for professional
experience (internship) by assigning credits and dedicating a window of time for the same.
Ideation and innovation/research skills were the key areas that were missing.
E. Bachelor in Medicine & Bachelor in Surgery
The evaluated Medicine curriculum focussed on theory elements of Anatomy, Biochemistry, Physiology,
Medicine, Surgery, Psychiatry, etc. The curriculum was found to be a good mix of theory and practical
courses. However, it contained too many subjects in the duration of the course/subject. The focus on
practical and hands-on learning was extremely high. It covered courses pertaining to community welfare
and social medicine. Additionally, the course curriculum gives due importance to practical exposure by
dedicating one year for internship.
Ideation and innovation/research skills were the key areas that were missing.
F. LLB (Bachelor of Law)
The evaluated Law curriculum focussed on theory elements of Law of Contract, Family Law, Constitutional
Law, Law of Torts, Environmental Law, Company Law etc. The curricula seemed too much fact and theory
based. There was too less of focus on the practical aspects of the application of law. The curriculum did
focus on case studies to highlight the reference to the laws in real scenarios; however, the proportion of
this methodology was quite less.
Application of law, practical exposure and ideation and innovation were the key areas that were missing.
G. Master in Business Administration/ Post Graduate Diploma in Management
The evaluated management curriculum focussed on theory elements of Financial Management,
Marketing, Organisation Behaviour, Operations Management, etc. The curriculum was a mix of theoretical
subjects and project work to apply the theoretical knowledge. There was due importance in terms of credits
assigned to the application of theory in the form of academic projects. Due importance was assigned for
professional experience (internship) by assigning credits and dedicating a window of time for the same.
The curriculum was closely integrated with the skills demanded by the industry.
Ideation and innovation/research skills were the key areas that were missing.
H. Bachelor of Education
The evaluated management curriculum focussed on theory elements of the role of Education System,
Sociology, Culture and Values Systems etc. The curriculum focuses on teaching methodology and less on
theoretical subjects. The curriculum focussed on understanding the bigger picture of education, culture
and the impact of education on the social structure. Importance was also given to practical exposure in the
form of community-based project work.
Ideation and innovation/research skills were the key areas that were missing.

31

Talent Demand Supply Analysis Indian IT-BPM Industry

Analysis based on Bloom's taxonomy of learning outcomes

When analysis of the courses was done based on Bloom's Taxonomy, the courses seemed fairly strong on
the Cognitive Domain. The Affective Domain and Psychomotor Domain were identified as the areas of
improvement.
Figure 36: Analysis based on Bloom's taxonomy of learning outcomes

Domain

Learning
Outcome

BA

B Com B Sc

B Tech MBBS LLB

MBA/
PGDBM

B Ed

Knowledge
Comprehension
Cognitive

Application
Analysis
Synthesis
Evaluation
Listening

Affective

Responding to
phenomenon
Valuing
Organisation
Internalising
values
Perception
Set
Guided Response

Psychomotor Mechanism
Complex Overt
Response
Adaptation
Origination

Talent Demand Supply Analysis Indian IT-BPM Industry

32

Recommended learning outcomes based on NOS

The key learning outcomes that the courses focussed on were identified based on Bloom's Taxonomy.
Learning outcomes based on NOS that should be included in the curricula, have been highlighted for each
course.
The analysis clearly highlights a mismatch between the learning outcomes delivered by the courses as
compared to the learning outcomes desired by the Industry (via NOS).
Figure 37: Comparison of Course-wise actual outcomes versus desired outcomes

S. No.

Course

Key Learning Outcomes (As-Is)

BA

l
l
l
l

Knowledge
Comprehension
Valuing
Organisation

Key Learning Outcomes (Desired as per


NOS)
l
l
l
l
l

B Com

l
l
l
l
l

B Sc

l
l
l
l
l

B Tech

l
l
l
l
l
l

MBBS

l
l
l
l
l
l

LLB

l
l
l
l

MBA/
PGDBM

l
l
l
l
l
l

B Ed

l
l
l
l
l

33

Knowledge
Comprehension
Analysis
Evaluation
Organisation
Knowledge
Comprehension
Analysis
Evaluation
Organisation
Knowledge
Comprehension
Analysis
Evaluation
Mechanism
Complex response
Knowledge
Application
Valuing
Set
Guided Response
Complex Response
Knowledge
Comprehension
Analysis
Evaluation
Knowledge
Comprehension
Analysis
Evaluation
Mechanism
Complex response
Knowledge
Evaluation
Valuing
Comprehension
Application

l
l
l
l

l
l
l
l
l
l
l
l
l

l
l
l

l
l
l
l
l
l
l
l
l
l
l
l
l
l

Analytical Thinking
Application
Problem Solving/Synthesis
Responding to Phenomenon, Adaption
Innovation/Creativity/Origination
Problem Solving/Synthesis
Responding to Phenomenon, Adaption
Innovation/Creativity/Origination
Oral Communication
Problem Solving/Synthesis
Responding to Phenomenon, Adaption
Innovation/Creativity/Origination
Oral Communication
Internalising Values
Problem Solving/ Synthesis
Innovation/Creativity/Origination
Valuing
Application

Responding to Phenomenon, Adaption


Plan and Organise
Innovation/Creativity/Origination

Analytical Thinking
Problem Solving/ Synthesis
Responding to Phenomenon, Adaption
Innovation/Creativity/Origination
Guided response
Mechanism
Responding to Phenomenon, Adaption
Innovation/Creativity/Origination
Internalising values
Analytical Thinking
Problem Solving/ Synthesis
Responding to Phenomenon, Adaption
Innovation/Creativity/Origination
Internalising values

Talent Demand Supply Analysis Indian IT-BPM Industry

Learning outcomes identified by NBA

National Board of Accreditation (NBA), India's only official accreditation body for engineering education,
has established 11 Programme Outcomes. NBA is a provisional member of the Washington Accordan
international agreement between accreditation agencies for engineering education for 18 countries. The
NBA criteria are:
1. Graduates will demonstrate knowledge of mathematics, science and engineering.
2. Graduates will demonstrate knowledge of professional and ethical responsibilities.
3. Graduates will demonstrate skills to use modern engineering tools, techware and equipment to
analyse problems.
4. Graduates will show the understanding of impact of engineering solutions on the society and also
will be aware of contemporary issues.
5. Graduates will demonstrate an ability to identify, formulate and solve engineering problems.
6. Graduates will demonstrate an ability to design and conduct experiments, analyse and interpret data.
7. Graduates will demonstrate an ability to design a system, component, or process as per needs and
specifications.
8. Graduates will demonstrate an ability to visualise and work on laboratory and multi-disciplinary tasks.
9. Graduates will be able to communicate effectively in both verbal and written form.
10. Graduates will develop confidence for self-education and the ability for life-long learning.
11. Graduates who can participate and succeed in competitive examinations.

When the learning outcomes of the analysed courses were compared with the learning outcomes
identified by NBA for engineering graduates, the courses lacked communication, design skills and
contemporary knowledge.

Talent Demand Supply Analysis Indian IT-BPM Industry

34

Analysis of Talent Demand and Supply


The supply side issues of quality and quantity signals a concerning picture. Only 0.15 million technically
qualified candidates are estimated to be employable in the non-BPM sub-sectors out of the ~0.78 million
people supplied from technical streams in 2013. This proportion is lower for other streams.

2020

million

million

Figure 38: Employability Scenarios

2013
5.01

8.15

6.57
4.24
3.16
3.9

2.54
2.96
1.5

Non Technical All Graduates

Technical

Employable

Willing

Total

Willing

Total

Employable

Willing

Total

Willing

Total

Willing

Total

Employable

Willing

Total

Technical

0.76

0.53

0.23

Employable

0.46

0.15

0.94

0.61
Employable

0.62

Employable

0.78

Non Technical All Graduates

If no actions are taken to improve the employability situation, there could be an extreme excess of
graduates leading to large-scale unemployment.
In the next few pages we will cover the quantitative and qualitative aspects of the Talent Demand-Supply
situation.

35

Talent Demand Supply Analysis Indian IT-BPM Industry

a) Quantitative Analysis

Overall, Talent Supply is and will continue to be in excess of Talent Demand.


Figure 39: Talent Demand and Supply
Industry Level Demand-Supply Analysis

in million

0.75
0.60

0.55

0.50

0.41
0.24

0.23

0.19

2011

2012

2013

2020

Demand

0.24

0.23

0.19

0.41

Total Employable

0.50

0.55

0.60

0.75

Assuming an average growth rate of~9 per cent per annum, the talent pool available is expected to stay in
excess of the talent demand for the coming few years.
By 2020, the gap between demand and supply is expected to reduce, which will become a challenge as
high-growth industries such as electronics, retail, telecom, healthcare and infrastructure will attract talent
from the same supply pool.
Figure 40: Talent Demand and Supply Gaps (in million)
Challenge for Industry Hiring (2013):
- Right Skills for Lateral Hiring
- Quality of Supply at entry level

0.76

0.55

0.61

0.5
0.642
0.24

2011

0.23

2012
Employable Supply

0.19

2013

0.34
0.42
Challenge for Industry
Hiring (2020):
- Availability of talent
due to other industrys
growth
2020

T alent Demand

Talent Demand Supply Analysis Indian IT-BPM Industry

36

The talent demand-supply gap though lesser, will continue to remain positive for experienced hires as well.
Figure 41: Talent Demand and Supply for Experienced (>2 years) Candidates
in million

0.49
The slump in supply is
due to the Economic Slowdown
that
affected
hiring
FY2009
affected
hiring
in in
FY09
0.31

0.29

0.18

Demand
Potential Supply

0.10

0.10

FY2011
0.10
0.29

FY2012
0.10
0.18

0.18

0.08

FY2013
0.08
0.31

FY2020
0.18
0.49

It needs to be noted that the supply for experienced people is relatively constrained as compared to the
supply of fresh talent. Experienced hiring is the category where companies hire from each other. Hence not
only are these hiring numbers low, the process is much more complex and critical at the same time.
Statistically, it is estimated that approximately 95 per cent of net job creation in the Indian IT-BPM
Industry is at the entry level.
While the quantity of talent will continue to be in excess of demand, large scale initiatives must be
undertaken by all stakeholders concerned to increase employability to ensure that 'employable' talent
supply does not lead to a crunch for industry growth. NOS Development is one of the first steps in the
direction of development of adequate and rightly skilled talent pool to support the industry growth
by 2020.

37

Talent Demand Supply Analysis Indian IT-BPM Industry

Regional imbalances in Talent Demand and Supply lead to migration of talent.


The South contributes to ~60 per cent of demand followed by the West. Talent Supply on the other hand is
fairly well-distributed.
Figure 42: Region-wise Demand Supply Gaps

Demand

Supply

Central
0%

Central
9%

North
19%
East
5%
South
58%

North
25%

South
27%

West
18%

East
16%
West
23%

Region

Demand

Potential Supply

North

35,488

154,461

East

8,786

97,818

West

35,467

150,493

South

112,191

166,628

Central

776

50,688

Most of the regions have an excessive talent pool overflow while for the South, talent demand and supply
are extremely close.
Such imbalances often lead to heavy migration and regionalisation of certain Industries. Cities like
Bengaluru and Hyderabad are classic examples of cyber-cities that have fostered as IT-BPM hubs of
India owing to the large demand of talent.
Consequently, a high volume of talent migrates to these cities to meet the relative demand overflow.

Talent Demand Supply Analysis Indian IT-BPM Industry

38

All States/UTs except Karnataka, Delhi/NCR and Chandigarh have a supply excess of IT-BPM talent.

Analysis of the Southern states shows Karnataka being demand rich by ~6000 professionals. Similar
situation exists in Delhi, NCR in the North Region. All the other major states face a talent supply overflow.
Talent Demand-Supply imbalance is most prominent in states like Uttar Pradesh and Bihar, where despite
the huge number of graduates passing out, the demand from the IT-BPM Industry is extremely low.
These states are amongst the most populous states in India with old Educational Infrastructure and
housing some of the oldest Indian universities. However, the courses delivered in these institutions are
more inclined towards conventional courses like Science, Commerce and Arts, which are not the most
preferred talent supply sources by the Industry.
Figure 43: Talent Demand Supply Gap by State

Northern Region
Demand Supply
74,199

32,584
23,290
16,746
11,781

11,478

6,721
532

45

Uttar Pradesh

Haryana

Delhi

26

116
Punjab

Uttarakhand

Figure 44: Talent Demand Supply Gap by State

Jammu &
Kashmir

5,360
30

2,148

Himachal
Pradesh

Chandigarh

1,288

Figure 45: Talent Demand Supply Gap by State

Southern Region

Eastern Region

Demand Supply

Demand Supply

33,625

60,189

28,846
46,688

46,605
40,179

27,662

18,121

29,034
15,198
370

Andhra Pradesh T amil Nadu

39

Karnataka

Kerala

7,506

6,357

8,520
1,813

Puducherry

13
West
Bengal

Bihar

2,338
Odisha

56

6,446
16

5 360

Assam Jharkhand Sikkim

Talent Demand Supply Analysis Indian IT-BPM Industry

Figure 46: Talent Demand Supply Gap by State

Figure 47: Talent Demand Supply Gap by State

Western Region

Central Region

Demand Supply

Demand Supply

33,887

82,502

16,881
30,526

32,974
23,858
3,763

Maharashtra

Gujarat

974
Rajasthan

204 1,180
Goa

746
Madhya Pradesh

30
Chhattisgarh

Similar to the trends in UP and Bihar, Madhya Pradesh too lacks considerably in talent demand of IT-BPM
professionals.
The state governments should take appropriate steps to encourage investment by the IT-BPM companies
in these states to absorb the huge talent pool that exists.

Talent Demand Supply Analysis Indian IT-BPM Industry

40

b)

Qualitative Skill Gaps

With the changing landscape of the IT-BPM, the requisite skill availability becomes a necessity for the
industry to grow.
The previous section explored the quantitative gaps in skills.In this section, we will look at the technical
and behavioural skills in demand. These have been gathered using primary research with responses from
over 300 recruiters.
This analysis has been done for the two major sub-sectors in the IT-BPM industry:
1. IT Services (ITS)
2. Business Process Management (BPM)
IT Services (ITS) Sub-Sector:
More than 50 per cent of Organisations consider Java and testing skills to be the most sought after skills in
the industry. Other skills which are of importance to the industry are: .Net, ASP, SQL, DBMS, etc.
Figure 48: Current Technical Skills Requirement in the IT Services Sub-Sector
70%
60%
50%
40%
30%
20%
10%

JAVA
Testing
.NET Framework
ASP.Net
SQL
DBMS
C++
C#
UNIX
Software
Cloud Computing
Oracle
Others
CCNA/CCNS
Data Architecture
SAP
MS Office
Perl
QMS
SAS
Captivate
SPSS
ARIBA
UG
CATIA
ideas
Hypermesh
Nastran
Abaqus
Dyna
LsAdams
Pam crashRomaxDesigner
KISSsoft
Unigraphics
Proe

0%

In the future, Cloud Computing will emerge as a key skill in demand by the Industry. Consequently,there is
likely to be dearth of quality professionals in this area.
Figure 49: Future Technical Skills Requirement in the IT Services Sub-Sector
70%
60%
50%
40%
30%
20%
10%

JAVA
.NET Framework
Cloud Computing
Testing
ASP.Net
SQL
Software
C#
Oracle
C++
DBMS
UNIX
Others
SAP
Data Architecture
CCNA/CCNS
QMS
SAS
MS Office
Captivate
Perl
SPSS
ARIBA
UG
CATIA
ideas
Hypermesh
Nastran
Abaqus
Ls- Dyna
Adams
Pam- Crash
Romax -Designer
KISSsoft
Unigraphics
Proe

0%

Hence, it is not surprising that the skills identified in demand viz. Cloud, DBMS, Software Lifecycle are the
ones where the recruiters find gaps in proficiency.
41

Talent Demand Supply Analysis Indian IT-BPM Industry

In the current scenario, more than one third of the organisations find that there exists a skill gap for Cloud
Computing, Java, Testing, Software Development Lifecycle and DBMS.
Figure 50: Gaps in Technical Skills Requirement in the IT Services Sub-Sector

50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
Cloud Computing
JAVA
Testing
Software
DBMS
.NET Framework
SQL
Oracle
Data Architecture
ASP.Net
C++
C#
QMS
Others
UNIX
CCNA/CCNS
SAP
MS Office
ARIBA
Captivate
Perl
SAS
SPSS
UG
CATIA
ideas
Hypermesh
Nastran
Abaqus
Ls - Dyna
Adams
Pam - crash
RomaxDesigner
KISSoft
Unigraphics
Proe

0%

On behavioural skills, more than 70 per cent of the Organisations feel that oral communication, problem
solving and written communication are the areas that need more focus.
Figure 51: Soft Skills Requirement in the IT Services Sub-Sector
80%
70%
60%
50%
40%
30%
20%

Talent Demand Supply Analysis Indian IT-BPM Industry

Others

Decision making

Risk management

Handling ambiguities

Attention to detail

Presentation skills

Logical reasoning

Analytical thinking

Written communication

Problem solving

0%

Oral communication

10%

42

Business Process Management (BPM) Sub-Sector:

BPM sub-sector is relatively less technical in its nature. It relies heavily on customer service and hence the
soft skills become extremely important for employees in this sub-sector.
The technical skill requirements in the BPM sub-sector in current scenario are basic technologies like MS
Office, .NET Framework, Java, SQLand Testing. MS Office is the most important skill with over 50 per cent
Organisations validating its importance.
Figure 52 : Current Technical Skills Requirement in the BPM Sub-Sector
60%
50%
40%
30%
20%
10%

MS Office
.NET Framework
JAVA
SQL
Testing
ASP.Net
Cloud Computing
C++
DBMS
Others
Oracle
UNIX
Data Architecture
SAP
C#
CCNA/CCNS
SAS
Software
QMS
SPSS
ARIBA
Perl
Captivate
UG
CATIA
ideas
Hypermesh
Nastran
Abaqus
Ls-Dyna
Adams
Pam-crash
RomaxDesigner
KISSsoft
Unigraphics
Proe

0%

More than 50 per cent of the organisations consider MS Office to be the most important technical skill in
the future as well. Cloud Computing and .NET too are likely to pick up demand in the medium term.
Figure 53: Future Technical Skills Requirement in the BPM Sub-Sector
60%
50%
40%
30%
20%
10%

MS Office
.NET Framework
Cloud Computing
JAVA
Testing
SQL
Others
Oracle
ASP.Net
DBMS
Data Architecture
CCNA/CCNS
Software
SAP
C++
C#
QMS
SAS
UNIX
SPSS
ARIBA
Perl
Captivate
UG
CATIA
ideas
Hypermesh
Nastran
Abaqus
Ls-Dyna
Adams
Pam-Crash
Romax-Designer
KISSsoft
Unigraphics
Proe

0%

43

Talent Demand Supply Analysis Indian IT-BPM Industry

In terms of skill gaps, the same skills viz. MS Office, Cloud and Data Architecture have high skill gaps.
Figure 54: Gaps in Technical Skills Requirement in the BPM Sub-Sector
45%
40%
35%
30%
25%
20%
15%
10%
5%

MS Office
JAVA
Others
SQL
Cloud Computing
.NET Framework
DBMS
CCNA/CCNS
Testing
Software
Oracle
ASP.Net
QMS
SAS
SPSS
C++
C#
Data Architecture
SAP
UNIX
Captivate
ARIBA
Perl
UG
CATIA
ideas
Hypermesh
Nastran
Abaqus
Ls-Dyna
Adams
Pam -crash
RomaxDesigner
KISSoft
Unigraphics
Proe

0%

On the behavioural side, almost 70 per cent recruiters felt a deficiency in Written and Oral Communication
a skill considered to be the backbone of the BPM sub-sector.
Figure 55: Soft Skills Requirement in the BPM Sub-Sector
80%

70%
60%
50%
40%
30%
20%
10%
Others

Risk management

Handling ambiguities

Decision making

Logical reasoning

Attention to detail

Presentation skills

Analytical thinking

Problem solving

Written communication

Oral communication

0%

The common trend in the demand-supply analysis with respect to qualitative skills is the need for more
technically competent workforce in Cloud Computing, Software, Java, .NET and Testing.
In terms of behavioural skills, analytical thinking, problem solving and communication are seen as
important areas of focus as well as development in the workforce.
A focus on these skills would work towards increasing employability of the Indian graduates and equipping
them with the 'right skill set' that can get them a job.
In the current scenario, despite the huge talent supply, employers find it challenging to fill up positions.
We believe that NOS and NOS based training programmes can go a long way in establishing a win-win
scenario for both employers and aspirants in the IT-BPM Industry by bringing in more clarity to the job
scenario.

Talent Demand Supply Analysis Indian IT-BPM Industry

44

Key Issues and Recommendations


The detailed analysis of Talent Demand and Supply in the IT-BPM industry highlights some interesting
trends but also raises some key issues. These must be addressed to ensure that the Industry meets its
growth targets and the National Skills Mission meets its employability targets outlined in the Twelfth Five
Year Plan. The key issues identified have been outlined in the figure provided below, along with appropriate
recommendations:
Figure 56: Key Issues Identified and Recommendations

Increasing Manpower Costs in Tier 1 Cities/States

Highly Concentrated Regional Base

Low Graduate Employability ratio

Insufficient Academic Infrastructure - in Quality and Quantity

High Drop-out Rates and Insufficient PG and Ph D Talent

Lack of Organised Data Bank and Analytics in the Area of Talent Demand-Supply

The following section makes recommendations to resolve the key


issues identified. Corrective actions and data-based policy making,
can ensure that the Industry comes out stronger and continues on the
path of growth.

Recommendations

Change
positioning
from
service-based
to
product-based

45

Locate
Demand
closer to
Supply bases

Devise Skill
Development
Initiatives
based
on the
foundation of
Occupational
Standards

Set-up more
Vocational
Training
Facilities
and
Community
Colleges to
impart skills
that improve
job-readiness

Promote
Innovation
and Ideation
in Higher
Education
Curricula

Undertake a
more
data-based
decision
making
approach
to policy

Talent Demand Supply Analysis Indian IT-BPM Industry

Recommendation 1: More focus on product-based positioning

Issue: Need to increase revenue per employee


The industry should focus more on product-based positions as compared to the current position of a
service-based industry. This will help in increasing revenue contribution per employee. The IT Services will
continue to grow but the industry should also focus more on products in the future.
The key focus areas should be Innovation and R&D, Business to Customer (Individual) Models,
Market/Customer Analysis and specialised talent pool.
Figure 57: Steps to Increase Focus on Product-Based Positioning

Service Based
l Factor Cost Arbitrage
l Business-to-Business Models
l Process Maturity
l Large Pool of Generic Technical
Talent

Product Based
l Innovation and R&D
l Business-to-Customer
(Individual) Models
l Market/Customer Analysis
l Deep Industry knowledge
l Specialised Talent Pool

Increased focus on Innovation and R&D capabilities


Increased efforts on improving positioning and branding
Increased focus on R&D for new products
Increased requirement of specialised skills sets due to increased focus on R&D
Increased demand for Post-Graduates and Doctorates

Product-based positioning requires niche and higher-order thinking skills. Successful products reap
long-term benefits and a steady revenue chain for the organisations, resulting in higher revenue per
employee.
Relevant stakeholders:
This recommendation is aimed at industry players to increase revenue per employee.

Talent Demand Supply Analysis Indian IT-BPM Industry

46

Recommendation 2: Locate Demand closer to Supply bases

Issue: High regional concentration in four states and excessive focus on Tier 1 cities to establish IT-BPM
companies and jobs
As quality talent saturates especially in the traditional centres of Indian IT-BPM Industry, migration of
talent is becoming the norm. This situation combined with high attrition as a result of competition with
other players is leading to increased manpower costs and are reducing the overall competitiveness of the
Industry. This also results in talent demand-supply gaps in the industry. While in few states like Karnataka
and Delhi NCR, demand is more than the supply, in other states, supply is in extreme excess of the demand
for talent.
Therefore, there exists a need for the organisations to re-look at the operational centres and consider Tier 2
and Tier 3 cities for setting up centres.
Such a geographical movement of industry centre scan greatly benefit the organisations/industry by:
l

Leveraging home base preference of some professionals

Tapping comparatively less mobile BPM talent

Providing better quality of life with lower commute times, cost of living, pollution levels and so on

Reducing costs of operation


Figure 58: Tier 2 and Tier 3 Movement Benefit Analysis

Pros

Cons

Social Welfare
and Employment
Generation
Local Talent Pool,
leading to Lower
Attrition Levels
Cheaper
Talent Pool

47

High Set-up Costs

Lack of
Infrastructure

Talent Demand Supply Analysis Indian IT-BPM Industry

The only drawbacks of the Tier 2 and Tier 3 cities are infrastructure and state government policies
thatincrease the set-up costs for the companies. If infrastructure and political factors can be managed,
movement to Tier 2 and Tier 3 cities can prove to be a game-changer for the Indian IT-BPM Industry in the
current decade by reducing cost as well as the talent demand-supply gap.
A NASSCOM and AT Kearney report categorised 50 Indian cities on a scale of location attractiveness into
the following categories:

Mumbai
NCR

Chandigarh
Jaipur

Pune

Madurai

Bhopal
Goa
Kanpur
Surat

Allahabad
Gangtok
Ludhiana

Aspirants

Ahmedabad
Bhubaneswar

Followers

Hyderabad
Kolkata

Challengers

Bengaluru
Chennai

Leaders

Figure 59: Attractiveness Index for Cities to set-up IT-BPM Industry

Recent actions taken by the government suggest that it is supporting this movement in policy by
encouraging SEZs in Tier 2 and 3 cities to encourage setting up of IT-BPM offices in these cities. Thus,
political factors and policies are favouring the expansion of the industry into other regions in the country.
The industry must also contribute to the development of these cities and attempt to develop and consume
local talent pool in these cities.
Relevant stakeholders:
This recommendation is aimed at industry players who should consider setting up operations near
supply sources.

Talent Demand Supply Analysis Indian IT-BPM Industry

48

Recommendation 3: Devise skill development initiatives based on the foundation of


Occupational Standards

Issue: Extremely low employability rates for both Engineering and non-Engineering graduates
As described above, the biggest problem facing the supply side institutions is not of numbers, but of
quality and employability.
The IT-BPM industry in coordination with the government should execute focussed Skill Development
Initiatives based on the foundation of Occupational Standards to increase the employability of the
graduates and make them suitable for hiring by the industry. It is a well-accepted fact that the quality of
skills imparted is highly inconsistent across the different institutes in the Talent Supply Ecosystem.
While India is churning out huge numbers of engineers every year, their quality is now getting heavily
questioned because around 21 per cent of the total engineering graduates are employable and for nontechnical graduates, it is as low as 6 per cent. Thus, there is a need for skill development, both in the formal
as well as non-Formal Educational system to bridge the employability gap.
The recommendation is that these skill development initiatives are targeted as per the standards
expected and laid down by the Industry players.
Thus, the skill development initiatives must be organised based on National Occupational Standards
(NOS). NOS must be utilised to serve as a base to develop the required training programmes to develop the
skills of the students and make them job-ready. The strategy to be adopted for improving the skills of the
graduates can be categorised on the basis of the time-lines as shown in the figure provided below.

Long term
Medium term
Short term

Time for adoption/implementation

Figure 60: Strategy to Improve the Employability of Graduates

Quality Review and


Accreditation of the
Designed course by SSC

Course
Development
for Finishing
Schools and
Community
Colleges

Curricula
review and
re-design

Review and
validation
by
UGC/AICTE

Review and
Validation
by
MHRD/MoLE

Short-Term Training
Courses

Occupational Standards

49

Talent Demand Supply Analysis Indian IT-BPM Industry

In the short term, Vocational Training providers should develop fast-track training programmes to impart
the 'right' skills that make students ready for the jobs. These short-term training courses will be reviewed
and accredited by the SSC, to ensure that it is in alignment with the OS and course design principles.
In the medium term, OS should lead to curricula redesign in the Indian Higher Education System mainly
focussing on the development of courses for Finishing schools and Community colleges. These courses will
be reviewed and validated by Ministry of Human Resource Development (MHRD) and Ministry of Labour
and Employment (MoLE).
In the long term, OS will be used to review and redesign the curricula across universities and colleges and
will be reviewed and validated by UGC and AICTE. OS should also be modified on a periodic basis or need
basis to maintain relevance and currency to the industry, thereby, triggering the process of updating the
education curricula.
This will ensure that the graduates are employable by the industry. Both public and private participation
should be encouraged to ensure that skill development happens at a fast rate. The figure given below
outlines the process for utilising OS as the basis for curricula redesign and development.
The government has identified 22 high-growth sectors identified by NSDC for skill development; most of
them are clients/industry verticals of IT-BPM industry. The figure given below provides the structure of
SSC for all industries in the country. These SSCs will be essential for the implementation and adoption OS
to ensure skill development in their respective sector.
Figure 61: SSCs for Skills Development in India

Prime Ministers Office

National Skill
Development Corporation
(NSDC)

Sector Skills Council


IT-ITeS

Sector Skills Council


BFSI

Ministry of Human
Resources Development;
Ministry of Labour and Employment

Sector Skills Council


Healthcare

Sector Skills Council


Media

Sector Skills Council


Auto

Development of National Occupational Standards (NOS)


Horizontal Movement of Talent across different industries

Relevant stakeholders:
This recommendation is aimed at Government bodies like NSDC and MHRD and IT-BPM companies to
devise Skill Development Initiatives based on the foundation of Occupational Standards and improve
employability rates of engineering and non-engineering graduates.

Talent Demand Supply Analysis Indian IT-BPM Industry

50

Recommendation 4: Set up more vocational training facilities and community colleges to


impart skills that improve 'job-readiness

Issue: Talent is available in quantity but not quality


Figure 62: Percentage of employers having difficulty in filling jobs (2012)

Percentage of employers having difficulty in filling jobs (2012)


81%

71%
49%

Japan

Brazil

US

48%

India

42%

Germany

29%

France

25%
Canada

23%
China

10%

9%

South Africa

Spain

Source :ILO

A research conducted by NSSO for the ILO shows 48 per cent of employers reported to be having difficulty
in filling jobs. This indicates that there is a huge shortage of properly skilled labour as per the requirements
of the industry.
Another research conducted by IMaCs and NSDC showed that there exists a growing need to increase
employability by implementing skill development programmes by offering strong market linkages,
specialised skill development, continuation of learning, etc. It also goes on to identify a need for a strong
system where Vocational Skill Building is imparted as a part of Education.
To improve the academic infrastructure, there is a need to set up more Vocational Training facilities and
Community Colleges to impart 'job-readiness' skills sets.
Vocational Training largely offered through ITIs and ITCs falls under the ambit of MoLE through the
Directorate General of Education and Training (DGET). The DGET must ensure the implementation of the
National Policy through the State Governments and their agencies which have been provided in the
figure below.
Figure 63: State Government and their agencies

Ministry of Human Resources Development(MHRD)

Skills Development
and Vocational
Training

Education

Primary
Education

51

Secondary
Education

Higher Secondary
Education

Ministry of Labour & Employment(MoLE)

Higher
Education

ITIs/ITCs

Other Vocational
TrainingModular/Short-term

Talent Demand Supply Analysis Indian IT-BPM Industry

It must be highlighted that the government has taken and continues to take a lot of initiatives in the right
direction to improve the employability scenario. However, a lot needs to be done to ensure every graduate
is employable.
Figure 64: Government Initiatives

Government is making the right moves in terms of policy-making


l

Implementation of RTE

Focus on more balanced and socially inclusive education system

Establishment of National Council for Vocational Training

Encouraging PPP and Employer participation in ITI system

400 ITIs upgraded to Centres of Excellence

Implementation of Modular Employable Skills(MES) framework to focus on skills training to support


upward mobility and life long learning

Relevant stakeholders:
Government bodies like the NSDC and the MHRD are responsible for setting up more vocational training
centres and colleges in the country to improve quantity of academic institutions and the quality of
academic infrastructure.

Talent Demand Supply Analysis Indian IT-BPM Industry

52

Recommendation 5: Promote Innovation and Ideation in Higher Education curricula

Issue: Insufficient PG and Ph D/M Phil talent pool


Currently, the Industry is churning out a mere ~25,000 Ph Ds and ~500,000 PGs, which is a very miniscule
number against the total enrolment in primary school level in the country. This also indicates that out of
every 1000 candidates who enrol in Primary Education, only ~13 reach the PG stage and ~1 reaches
Doctorate education.
Figure 65: GER Growth Rate

Primary (I-V)

111.4

Upper Primary (VI-VIII)

73.8

Secondary (IX-X)

53.3

Senior Secondary (XI-XII) 28.9


Higher Education

12.4

115.5

Increase in GER

116

4%

114

114.4

78.1

76.2

58.2

59.8

62.7

65

33.5

34.3

35.9

39.3

13.1

13.7

81.5

15

85.5

16%

22%

36%

18.8

52%

2006-07 2007-08 2008-09 2009-10 2010-11


The GER shown in the figure below for higher education continues to bevery low even though it has
increased by 52 per cent in the last 6 years.
Additionally, the trends indicate that out of every 100 students who enrol in Class 1, a mere 12 reach
Graduation level while a mere 1 student reaches the post graduate stage.

12%

1.3%

0.1%

PG

Doctorates

30%

Class XII

49%

Class X

64%

Class VIII

79%

Class V

Class I

100%

Graduates
(incl. Diploma
Courses)

Figure 66: Drop in Talent Enrolment in India

Again, it needs to be appreciated that post RTE implementation, there has been a remarkable
improvement in GERs for primary and secondary education but still the number in higher education and
especially PG and Ph D remains very low.
The Government now needs to ensure that these benefits also reach out to the higher education sector.

53

Talent Demand Supply Analysis Indian IT-BPM Industry

To ensure increase in enrolment in Doctoral and post-graduation courses, education policy level changes
are required. This will ensure that the supply in these areas increases leading to an increase in Innovation
and Research facilities in India. Some of the steps that can be taken to make PhD and PG courses more
attractive to students are listed below:
Figure 67: Steps to Increase Enrolment in PG and Ph D
Set-up dedicated CoEs for Research and Innovation - Students passing out of these
often join research or academia which will lead to overall development of skill profile
Government should increase Budget Allocation for Institutions Post-Graduate
Institutes to focus on Faculty and Infrastructure Development
INIs should be given more Autonomy to decide the Course Structure and
introduce Curricula that Drives a Culture of Innovation
The Higher Education Sector must be opened up for Foreign Investments.
As the top tier Universities set up shops in India, this too will lead to a
cascading effect on the quality of Education and Talent Output

Relevant stakeholders:
This recommendation is aimed at Academia who should consider undertaking steps to improve curricula
of PG and Ph D to promote innovation and ideation.

Talent Demand Supply Analysis Indian IT-BPM Industry

54

Recommendation 6: Undertake a more data-based decision-making approach to policy

Issue: Lack of structured information and analysis around Talent Demand-Supply situation
To improve the lack of structured information and analysis around talent demand-supply scenario in the
industry, policy-making should be determined by a more data-driven approach. Figure : Talent Demand
Supply Information Issues
The following figure provides the list of issues which are identified while gathering the talent demand
supply data.
Figure 68: Talent Demand Supply Information Issues

Multiple sources of data


The demand data is currently split across multiple sources like company websites,
research publications and statistical websites like IAMR, India Stats, etc.
Supply data is split across multiple sources like Institute website, AICTE, UGC and MHRD.
Data from non-formal sources is unavailable.

Inconsistency of data
Data on the supply side is available inconsistently in the form of enrolments, approved
intake and actual pass-outs. This leads to approximation/estimation related errors.

Data is not refreshed frequently


It takes three years for MHRD to consolidate and publish HEI data on their website.

The following additional analysis are recommended based on the preliminary findings of this report:
l Primary research on employment and employability of school pass-outs (NVEQF Level 1-3)
l Talent Demand-Supply analysis drilled-down to the level of occupation and job-role
l Mobility studies indicating the percentage of talent moving to Ties 1 cities for employment in
the IT-BPM Industry
Relevant stakeholders:
This recommendation is aimed at associations like NASSCOM, NSDC and MHRD to utilise the power of
available data and drive a more informed policy and decision-making.

55

Talent Demand Supply Analysis Indian IT-BPM Industry

Appendix
Appendix A: State-wise Analysis of Talent Supply

Figure 69: State Talent Supply Profile - Andhra Pradesh


AP is one of the well-known hub for Engineering Talent Supply
It also boasts of some of the biggest universities like Osmania University
5.2%
Education/
T eacher Training

0.4%
Law

0.1%
Others

2.9%
Management/
Hotel/Travel/
Tourism Management

11.9%
Diploma and
Ph D

9.8%
Arts

Percentage drop in enrolments across levels

100%
88%
72%

15.8%
Commerce

0.4%
Agriculture &
Allied

67%
46%
21%
0.2%
Doctorates

PG

Graduates
(incl. Diploma
courses)

Class XII

Class X

Class VIII

Class V

24.1%
Science

28.9%
Engg./Tech./
Arch./Design

Class I

2%

0.6%
Medicine

Figure 70 : State Talent Supply Profile - Assam


More than half of the Talent Supply is from the Arts stream
2.0%
Education/
0.3%
T eacher Training
Management/
Hotel/Travel/
Tourism Management

3.0%
Law

0.1%
Others

4.5%
Diploma and
Ph D
Percentage drop in enrolments across levels

100%

0.4%
Agriculture &
Allied

68%
56%

0.8%
Medicine

Talent Demand Supply Analysis Indian IT-BPM Industry

0%

0.03%

PG

Doctorates

7%
Graduates
(incl. Diploma
courses)

Class XII

Class X

61.7%
Arts

Class V

14%
Class VIII

8.1%
Commerce

41%

15.1%
Science

Class I

4.0%
Engg./Tech./
Arch./Design

56

Figure 71: State Talent Supply Profile - Bihar


Bihar has a huge supply base. However the proportion of this supply from professional courses is extremely low
1.3%
Education/T eacher Training
6.0%
0.6%
1.5% Others
Law
Management/
Hotel/Travel/
Tourism Management
0.1%
Agriculture &
Allied

2.4%
Diploma and
Ph D
Percentage drop in enrolments across levels

100%

55%

0.7%
Medicine

36%

Graduates
(incl. Diploma
courses)

Class XII

Class X

Class VIII

5%
Class V

8.3%
Commerce

12%
0%

0.01%
Doctorates

61.5%
Arts

PG

24%

16.6%
Science

Class I

1.0%
Engg./Tech./
Arch./Design

Figure 72: State Talent Supply Profile - Chhattisgarh


While majority of supply is from conventional streams, Technical streams
also contribute a fair chunk of the overall supply at ~12 per cent

0.90%
3.0%
Law
Education/
T eacher Training

1.0%
Management/
Hotel/Travel/
Tourism Management

0.4%
Others

7%
Diploma and Ph D
Percentage drop in enrolments across levels

100%
76%

0.2%
Agriculture &
Allied

56%
40%

57

Talent Demand Supply Analysis Indian IT-BPM Industry

2%

0.03%
Doctorates

12%
PG

Class X

Class XII

9.7%
Commerce

Class VIII

10.6%
Science

Class V

22%
54.9%
Arts

Class I

11.4%
Engg./Tech./
Arch./Design

Graduates
(incl. Diploma
courses)

0.9%
Medicine

Figure 73: State Talent Supply Profile - Goa


Talent from Professional courses contributes a sizeable proportion to its overall supply
Unlike other states, Arts contributes ~15 per cent to the overall supply
1.3%
Others
22.5%
Diploma and
Ph D

2.2%
Law

14.9%
Arts
100%

Percentage drop in enrolments across levels

104%
95%

1.2%
Education/
T eacher Training

62%

50%
30%

Graduates
(incl. Diploma
courses)

Class XII

Class X

Class VIII

13.3%
Science

Class V

2%
Class I

0.5%
Agriculture &
Allied
2.8%
Medicine
10.6%
Engg./Tech./Arch./Design

0.03%
Doctorates

26.6%
Commerce

PG

4.1%
Management/
Hotel/Travel/
Tourism Management

Figure 74: State Talent Supply Profile - Gujarat


Education scenario in Gujarat is on the upswing
While the overall supply isn't too much,it is proportionately spread across all streams

19.9%
Diploma and Ph D

20.3%
Arts

Percentage drop in enrolments across levels

100%

4.1%
Others

84%
60%

0.9%
9.4%
Education/ Law
T eacher Training

47%
27%

18.6%
18.6%

2.4%
Medicine

Talent Demand Supply Analysis Indian IT-BPM Industry

2%

0.05%

PG

Doctorates

Class XII

Class X

7.7%
Science

Class V

11.3%
Engg./Tech./
Arch./Design

Class VIII

0.3%
Agriculture & Allied

Class I

5.0%
Management/
Hotel/Travel/
Tourism Management

Graduates
(incl. Diploma
courses)

14%

Commerce

58

Figure 75: State Talent Supply Profile - Haryana


Haryana is focussing heavily on Professional courses such as engineering and MBA
Also, the enrolment ratios are higher than the National Average

23.8%
Arts

Percentage drop in enrolments across levels

100%

0.7%
Law

96%

101%

17.7%
Education/
T eacher
Training

65%
29%

7.3%
Commerce

0.9%
Medicine

6.5%
Science

PG

Graduates
(incl. Diploma
courses)

Class XII

Class X

Class V

18.7%
Engg./Tech./
Arch./Design

Class I

2%

5.5%
Management/
Hotel/Travel/
Tourism Management
0.2%
Agriculture &
Allied

75%

0.03%
Doctorates

17.7%
Diploma and
Ph D

Class VIII

1.0%
Others

Figure 76 : State Talent Supply Profile - Himachal Pradesh


Himachal Pradesh scores well on the Primary Education Front
There is however, scope for improvement when it comes to avenues for Higher Education

4.8%
Others

117%
100%

3.5%
Management/
Hotel/Travel/
Tourism Management

59

Percentage drop in enrolments across levels


96%
71%

40.0%
Arts

Talent Demand Supply Analysis Indian IT-BPM Industry

2%

0.6%

PG

Doctorates

Graduates
(incl. Diploma
courses)

8.6%
Commerce

Class XII

12.0%
Science

Class X

27%

Class I

2.3%
Medicine
0.6%
Agriculture & Allied
8.1%
Engg./Tech./
Arch./Design

100%

Class VIII

9.3%
Education/
T eacher Training

9.8%
Diploma
and Ph D

Class V

1.0%
Law

Figure 77 : State Talent Supply Profile - J&K


Talent Supply from Education streams contributes to a third of the total supply from the state
0.2%
Others

2.0%
Diploma and
Ph D
Percentage drop in enrolments across levels

100%
87%

54%

30.2%
Education/
T eacher
Training

37%

51.0%
Arts

37%

1.2%
Medicine

7.8%
Commerce
1.9%
Engg./Tech./ 2.8%
Arch./Design Science

PG

Graduates
(incl. Diploma
courses)

Class XII

Class X

Class VIII

0.5%
Agriculture & Allied

Class V

2%
Class I

1.3%
Management/
Hotel/Travel/
Tourism Management

76%

0.01%
Doctorates

1.0%
Law

Figure 78 : State Talent Supply Profile - Jharkhand


Jharkhand scores the least when it comes to enrolments at the Primary and Secondary Education levels
1.1%
Education/
0.9% T eacher Training 0.9% 0.4%
Law
Management/
Others
Hotel/Travel/
Tourism Management
0.2%
Medicine
0.2%
Agriculture & Allied

Percentage drop in enrolments across levels

100%
74%
45%

24%

Talent Demand Supply Analysis Indian IT-BPM Industry

0%

0.01%

PG

Doctorates

4%

Graduates
(incl. Diploma
courses)

Class X

Class VIII

21.8%
Commerce

Class XII

7%

49.8%
Arts
Class V

15.3%
Science

Class I

6.2%
Engg./Tech./
Arch./Design

3.2%
Diploma and Ph D

60

Figure 79: State Talent Supply Profile - Karnataka


In terms of absolute numbers, Karnataka is one of the largest providers of Engineer and Medicine Graduates

0%
Others
1.5%
Education/
15.2%
T eacher Training 0.8%
Diploma and
Law
Ph D
0.8%
Management/
Hotel/Travel/
Tourism Management 4.5%
Medicine

Percentage drop in enrolments across levels

97%
85%

31.5%
Arts

70%
38%
20%
0.03%
Doctorates

PG

Graduates
(incl. Diploma
courses)

Class XII

Class X

Class VIII

19.2%
Commerce

8.8%
Science

Class V

1%

17.3%
Engg./Tech./
Arch./Design

Class I

0.4%
Agriculture &
Allied

100%

Figure 80: State Talent Supply Profile - Kerala


More than half the Talent supply from Kerala is from Science and Technical streams
It also boasts of the highest enrolment rates at the Secondary and Sr. Secondary Education levels

0.8%
1.7%
Law 0.3% 7.4%
Education/
Others Diploma
T eacher Training
and Ph D

120%

100%
83%

22%
Class XII

Class X

Class VIII

21.4%
Science

Class V

29.6%
Engg./Tech./
Arch./Design

Class I

12.1%
Commerce

Talent Demand Supply Analysis Indian IT-BPM Industry

1%

0.1%
Doctorates

3.5%
Agriculture &
Allied

133%

PG

21.5%
Arts

0.3%
Medicine

61

Percentage drop in enrolments across levels


126%

Graduates
(incl. Diploma
courses)

1.3%
Management/Hotel/Travel/
Tourism Management

Figure 81: State Talent Supply Profile - Madhya Pradesh


Arts, Commerce and Science are the prominent streams covering ~ 80 per cent of talent supply

1.6%
Education/
T eacher Training 1.6%
Law
4.7%
Management/
Hotel/Travel/
Tourism Management

7.9%
2.5% Diploma and
Ph
D
Others

Percentage drop in enrolments across levels

100%
83%
61%

0.2%
Agriculture &
Allied

41%

30%
9%

27.5%
Science

PG

Graduates
(incl. Diploma
courses)

Class XII

Class X

Class VIII

Class V

2%
Class I

4.8%
Engg./Tech./
Arch./Design

0.04%
Doctorates

29.8%
Arts

1.0%
Medicine

18.4%
Commerce

Figure 82 : State Talent Supply Profile - Maharashtra


Maharashtra is one of the highest providers of Talent Supply in the country
Medicine Graduates at ~15 per cent are one of the highest in the country

1.5%
5.2%
2.4%
Education/ Law
Others
T eacher Training
2%
Management/
Hotel/Travel/
Tourism Management

13.6%
Diploma and
Ph D

100%

97%

Percentage drop in enrolments across levels


86%
70%

29.1%
Arts

56%

0.5%
Agriculture &
Allied

Talent Demand Supply Analysis Indian IT-BPM Industry

0.1%
Doctorates

PG

Graduates
(incl. Diploma
courses)

Class XII

Class X

20.6%
Commerce

Class VIII

12.2%
Science

Class V

3%
12.2%
Engg./Tech./
Arch./Design

Class I

0.8%
Medicine

24%

62

Figure 83: State Talent Supply Profile - Odisha


Odisha is fast becoming one of the larger providers of Technical Streams in the country
This also resonates well with the focus of IT-BPM organisations in key cities like Bhubaneswar
The enrolments at school levels though, are a cause for concern

1.8%
Law
7.8%
Others

3.5%
Management/
Hotel/Travel/
Tourism Management

Percentage drop in enrolments across levels

100%
82%

44%

4.2%
Agriculture &
Allied

19%

10%
PG

Class X

Graduates
(incl. Diploma
courses)

12.4%
Science

Class VIII

Class V

8.4%
Commerce
26.7%
Engg./Tech./
Arch./Design

Class I

1%

0.02%
Doctorates

55%

29.6%
Arts

0.1%
Medicine

Class XII

0.3%
Education/
T eacher Training

5.2%
Diploma and
Ph D

Figure 84: State Talent Supply Profile - Punjab


Punjab too like several other states, is focussing on improving Talent supply from the Technical Stream
A lot of it is due to the increased participation of the Private Sector
0.4%
Education/
T eacher Training 0.4% 0.4%
Law Others
1.4%
Management/
11.2%
Hotel/Travel/
Diploma
Tourism Management
and Ph D
7.3%
Medicine

100%

83%

Percentage drop in enrolments across levels

55%
41.1%
Arts

8.3%
Science

Talent Demand Supply Analysis Indian IT-BPM Industry

0.1%
Doctorates

2%
PG

Class X

Graduates
(incl. Diploma
courses)

8.3%
Commerce

Class VIII

18.6%

Class V

13%
Class I

2.6%
Agriculture &
Allied

35%

Class XII

0.4%
Medicine

63

86%

Figure 85 : State Talent Supply Profile - Rajasthan


Arts contributes to around two-fifths of the total Talent Supply in the state
The enrolments rates at the School Levels are extremely lower than the National Average

0.1%
Others

5.0%
Diploma and
Ph D

1.0%
Law

61%

45%
31%

42.3%
Arts

0.01%
Doctorates

PG

Class XII

Graduates
(incl. Diploma
courses)

9.4%
Science

1%
Class X

15.1%
Engg./Tech./
Arch./Design

7%
Class VIII

1.4%
Medicine

64%

12.1%
Education/
T eacher
Training

Class V

0.5%
Agriculture &
Allied

Percentage drop in enrolments across levels

100%

Class I

2.2%
Management/
Hotel/Travel/
Tourism Management

10.7%
Commerce

Figure 86: State Talent Supply Profile - Sikkim


Sikkim has of late, received investments from the Private Sector in Higher Education
The enrolments rates at the Secondary and Sr. Secondary levels are lower than the National Average

0.5%
Others
12.2%
4.1%
3.8%
Diploma and
Law
Education/
Ph D
T eacher Training
30.2%
Arts

5.9%
Management/
Hotel/Travel/
Tourism Management
0.0%
Agriculture &
Allied

100%

Percentage drop in enrolments across levels

93%
63%

33%

26%

Talent Demand Supply Analysis Indian IT-BPM Industry

1%

0.01%

PG

Doctorates

Graduates
(incl. Diploma
courses)

Class XII

5.0%
Commerce

Class X

7.8%
Science

Class VIII

24.4%
Engg./Tech./
Arch./Design

Class V

6.0%
Medicine

Class I

13%

64

Figure 87: State Talent Supply Profile - Tamil Nadu


Tamil Nadu is one of the four Indian states that contributes heavily to the supply of Technical Talent Pool in the country
The enrolments at the PG level are higher than the National Average

100%

105% 101% Percentage drop in enrolments across levels

20.2%
Arts

71%
50%
22%

23.5%
Science

PG

Graduates
(incl. Diploma
courses)

Class XII

Class X

Class VIII

16.0%
Engg./Tech./
Arch./Design

Class V

3%

0.4%
Doctorates

12.1%
Commerce
Class I

8.7%
Education/
T eacher Training
6.1%
Management/
Hotel/Travel/
Tourism Management
0.1%
Medicine
2.4%
Agriculture &
Allied

9.4%
Diploma and
Ph D

0.9%
Others
0.6%
Law

Figure 88: State Talent Supply Profile - Uttar Pradesh


UP is one of the largest suppliers of Graduate Talent in India
60 per cent of this is focussed on Arts streams
5.4%
0.8%
Education/
1.9%
Management/
Hotel/Travel/ T eacher Training Law
Tourism Management
0.9%
Medicine

0.4%
Others
1.9%
Diploma
and Ph D

Percentage drop in enrolments across levels

100%
73%

0.3%
Agriculture &
Allied

53%

46%
24%

65

Talent Demand Supply Analysis Indian IT-BPM Industry

1%

0.03%

PG

Doctorates

Graduates
(incl. Diploma
courses)

Class XII

Class X

Class VIII

9.7%
Commerce

60.7%
Arts

Class V

13.7%
Science

Class I

8%
4.3%
Engg./Tech./
Arch./Design

Figure 89: State Talent Supply Profile - Uttarakhand


There exists a lot of scope for improvement of Talent supply beyond Arts in the state
Arts contributes to more than three-fourths of the total talent supply from the state

77%

79%

67%
46%

2.4%
Diploma and
Ph D

25%
4%

78.3%

78.3%
Arts

Graduates
(incl. Diploma
courses)

Class XII

Class X

Class VIII

7.8%
Commerce

Class V

Class I

7.1%
Science

0.02%
Doctorates

1.8%
Engg./Tech./
Arch./Design

Percentage drop in enrolments across levels

100%

PG

0.4%
Education/
0.7%
T eacher
Management/
Training
0.1%
Hotel/Travel/
Agriculture & Tourism
Management
0.9%
Allied
Law
0.3%
0.3%
Others
Medicine

Figure 90: State Talent Supply Profile - West Bengal


Arts, Commerce and Science streams contribute to more than 80 per cent of the states Talent Supply
Engineering contributes to a mere 7 per cent
1.5%
Education/
1.6%
Management/ T eacher Training 0.6%
Law
Hotel/Travel/
Tourism Management
2.0%
Agriculture &
Allied
0.9%
Medicine

0.7%
Others

3.1%
Diploma and
Ph D

100%

98%

90%

Percentage drop in enrolments across levels

63%

6.4%
Engg./Tech./
Arch./Design

34%

Talent Demand Supply Analysis Indian IT-BPM Industry

1%

0.1%

PG

Doctorates

Class XII

Graduates
(incl. Diploma
courses)

10.6%
Commerce

Class X

Class VIII

Class V

58.2%
Arts

Class I

1%
14.3%
Science

66

Union Territories

Figure 91: State Talent Supply Profile - Chandigarh


Chandigarh performs well on school as well as graduate enrolments as compared to the National Average

100%

113%

Percentage drop in enrolments across levels


101%
84%

79%
59%

16.8%
Science

18.4%
Commerce

Class XII

7.1%
Engg./Tech./
Arch./Design

Class X

Class I

0.9%
Medicine

Class VIII

0.0%
Agriculture &
Allied

Class V

32.7%
Arts

5%

0.02%
Doctorates

7.8%
Diploma
and
Ph D

PG

4.2%
Management/
Hotel/Travel/
Tourism
Management

4.0%
Others
5.1%
Law

Graduates
(incl. Diploma
courses)

2.8%
Education/
T eacher
Training

Figure 92: State Talent Supply Profile - Delhi


Delhi is one of the three states with a negative Talent Demand-Supply gap
It also boasts of some of the best public-funded educational Institutions like DU and AIIMS

0.8%
Law
6.6%
Others

9.5%
Diploma
and
Ph D

100%

100% 99% Percentage drop in enrolments across levels


82%
57%

40.2%
Arts

25.3%
Commerce

67

Talent Demand Supply Analysis Indian IT-BPM Industry

2%

0.7%

PG

Doctorates

Graduates
(incl. Diploma
courses)

Class XII

Class X

Class VIII

8.7%
Science

33%

Class V

1.6%
Management/
Hotel/Travel/
Tourism Management
0.2%
Agriculture & Allied
0.9%
Medicine
4.5%
Engg./Tech./
Arch./Design

Class I

1.7%
Education/
T eacher Training

Figure 93 : State Talent Supply Profile Puducherry


Talent supply from Puducherry is a good mix of Arts, Technical and Education related streams
School enrolments too are better than the national average

Percentage drop in enrolments across levels

5.0%
Commerce

Talent Demand Supply Analysis Indian IT-BPM Industry

1%

0.6%
Doctorates

8.3%
Science

47%

PG

22.1%
Engg./Tech./
Arch./Design

Class XII

2.9.8%
Arts

Graduates
(incl. Diploma
courses)

57%

17.3%
Education/
T eacher
Training

4.3%
Medicine

107%

Class X

0.4%
Agriculture &
Allied

102%

85%

Class I

1.3%
Management/
Hotel/Travel/
Tourism
Management

100%

Class VIII

1.1%
Law

10.0%
Diploma and
Ph D

Class V

0.4%
Others

68

Appendix B: Talent Supply Trends by Course


Talent Supply Trend in Engineering/Technology/Architecture Courses
An analysis of the Engineering Talent supply sources indicates that nearly 60 per cent of the Under
Graduate Engineering Talent Pool comes from Andhra Pradesh, Maharashtra, Tamil Nadu and Karnataka
in descending order of their share in the supply pool. The analysis of the Post graduate engineering supply
pool indicates a contrast with Tamil Nadu supplying nearly one fourth of the entire PG Talent followed by
Maharashtra at a distant second at 10 per cent. This is alignment with the trend in talent demand as well.
Figure 94 : Engineering UG and PG Talent Supply - State wise
Percentage of UG talent
from each state

Percentage of PG talent
from each state
20.4%

Andhra Pradesh
15.3%

Others

13.4%

Others

14.1%

Maharashtra

25.5%

Tamil Nadu

10.3%

Maharashtra

Karnataka

9.2%

Gujarat

Tamil Nadu

9.2%

9.2%

West Bengal

9.1%

Haryana

5.9%

Delhi

8.8%

Odisha

5.8%

Punjab

8.5%

Kerala

5.1%

Karnataka

Gujarat

5.1%

Uttar Pradesh

3.9%

Rajasthan

4.9%

Andhra Pradesh

3.9%

Uttar Pradesh

4.8%

Kerala

4.4%

2.9%

Talent Supply Trend in Science Courses


More than 60 per cent of BSc graduates are from 5 states which are Uttar Pradesh, Andhra Pradesh, Tamil
Nadu, Maharashtra and Madhya Pradesh in order of their share in the talent pool. In the Post graduate
talent pool, nearly 70 per cent of the talent is supplied by Madhya Pradesh, Andhra Pradesh, Tamil Nadu,
Maharashtra and Uttar Pradesh.
Figure 95: Science UG and PG Talent Supply - State wise
Percentage of PG talent
from each state

Percentage of UG talent
from each state
17.7%

Others
Uttar Pradesh

13.1%

Andhra Pradesh

12.9%

18.6%

Andhra Pradesh

14.7%

Tamil Nadu

11.9%

Maharashtra

Tamil Nadu

11.3%

Uttar Pradesh

Maharashtra

11.3%

West Bengal

3.8%

Rajasthan

3.8%

10.3%

Madhya Pradesh
6.9%

Bihar
West Bengal
Karnataka

69

19.4%

Madhya Pradesh

6.1%
4.2%

9.9%

Gujarat

2.3%

Punjab

2.1%

Bihar

2.0%

Kerala

Kerala

3.2%

Chhattisgarh

Gujarat

3.1%

Others

1.9%
1.3%
8.2%

Talent Demand Supply Analysis Indian IT-BPM Industry

Talent Supply Trend in Arts Courses

Almost a quarter of the BA graduates are sourced from Uttar Pradesh. Uttar Pradesh, Maharashtra, West
Bengal, Bihar and Karnataka supply nearly 67 per cent of Art stream graduates.Uttar Pradesh tops as the
highest supplier for the Post Graduate Arts Pools with a share of nearly 23 per cent followed by
Maharashtra, Madhya Pradesh, Chhattisgarh and West Bengal supplying nearly 60 per cent of the PG Arts
talent pool.
Figure 96 : Arts UG and PG Talent Supply - State wise
Percentage of UG talent
from each state
Uttar Pradesh
Others
Maharashtra
West Bengal
Bihar
Karnataka
Uttarakhand
Madhya Pradesh
Rajasthan
Tamil Nadu
Chhattisgarh
Delhi
Gujarat

Percentage of PG talent
from each state
21.2%
18.0%

23.1%

Uttar Pradesh
Maharashtra
Madhya Pradesh
Chhattisgarh
West Bengal
Gujarat
Bihar
Uttarakhand
Tamil Nadu
Rajasthan
Andhra Pradesh
Jammu & Kashmir
Others

10.2%
9.3%
9.1%
5.5%
4.6%
4.4%
4.2%
3.9%
3.6%
3.3%
2.7%

12.2%
9.5%
8.8%
6.1%
5.8%
4.8%
4.5%
4.2%
3.6%
3.6%
2.0%
11.7%

Talent Supply Trend in Commerce Courses


In the B Com Talent Pool, Maharashtra is the largest supplier at ~19 per cent followed by Andhra Pradesh,
Uttar Pradesh, Karnataka and Madhya Pradesh. Together these 5 states supply ~43 per cent of the UG
Commerce talent pool.
Maharashtra supplies a quarter of the PG talent in the commerce stream. It is followed by Gujarat, Madhya
Pradesh, Tamil Nadu and Uttar Pradesh. Together these 5 states supply a whopping 78 per cent of the total
PG commerce talent pool.
Figure 97: Commerce UG and PG Talent Supply - State wise
Percentage of UG talent
from each state
19.0%

Maharashtra

17.7%

Others

Uttar Pradesh

9.4%

Karnataka

9.2%
7.9%

Madhya Pradesh

6.9%

Gujarat
Tamil Nadu

6.1%

Delhi

5.8%

Bihar

34.3%

Maharashtra
14.7%

Gujarat

9.8%

Andhra Pradesh

West Bengal

Percentage of PG talent
from each state

4.8%
3.4%

13.7%

Others

11.5%

Madhya Pradesh

9.8%

Tamil Nadu

8.4%

Uttar Pradesh
Andhra Pradesh

2.7%

Jharkhand

2.5%

Chhattisgarh

2.4%

Talent Demand Supply Analysis Indian IT-BPM Industry

70

Talent Supply Trend in Law Courses

Nearly, a quarter of all BA LLB graduates are supplied from Uttar Pradesh, followed by Maharashtra,
Madhya Pradesh and Bihar. These 4 states together produce nearly 60 per cent of legal graduates. In the PG
Legal Talent Pool, the main supplier is Delhi accounting for more than 27 per cent of the Total Talent Pool
followed by Maharashtra at 20 per cent. Together they account for ~47 per cent of the Total Talent Pool.
Figure 98 : Law UG and PG Talent Supply - State wise
Percentage of UG talent
from each state

Percentage of PG talent
from each state
22.9%

Uttar Pradesh
17.5%

Maharashtra

Karnataka

4.6%

Tamil Nadu

4.2%

Gujarat

4.2%

Odisha

4.2%

Assam

3.6%

Rajasthan

3.4%

West Bengal

3.2%

6.5%
5.8%

Madhya Pradesh

7.4%

Bihar

20.5%

Gujarat

9.0%

Madhya Pradesh

27.0%

Delhi
Maharashtra

Uttar Pradesh

5.8%

Jammu & Kashmir

5.8%

West Bengal
Andhra Pradesh
Haryana

15.8%

Others

4.9%
3.8%
3.1%

Rajasthan

2.5%

Assam

2.5%

Kerala

2.3%
9.5%

Others

Talent Supply Trend in Education/ Teacher Training Courses


The B Ed Talent Pool Supply is replenished mainly by Uttar Pradesh which supplies nearly 14 per cent of the
entire Talent Pool with Maharashtra coming a close second. Maharashtra is the leading supplier of PG
talent in the field of education commanding a share of over 30 per cent in the PG Education Talent Pool.
Overall in the field of education, Maharashtra is the main supplier of talent.
Figure 99: Education UG and PG Talent Supply - State wise
Percentage of PG talent
from each state

Percentage of UG talent
from each state
13.9%

Uttar Pradesh
Maharashtra

12.6%

Haryana

12.6%
12.2%

Tamil Nadu

10.2%

Gujarat
Rajasthan
Andhra Pradesh
Jammu & Kashmir
Others

71

Bihar

11.6%

Tamil Nadu

11.3%

Madhya Pradesh
Jammu & Kashmir
Punjab

4.4%

Delhi

8.3%
7.2%
13.9%

5.6%
5.1%

Gujarat

9.0%

32.1%

Maharashtra

4.0%
3.3%

Uttar Pradesh

2.8%

West Bengal

2.6%

Andhra Pradesh

2.3%

Rajasthan

2.2%

Others

12.7%

Talent Demand Supply Analysis Indian IT-BPM Industry

Talent Supply Trend in MBBS/MD Courses

Karnataka supplies the highest number of MBBS graduates accounting for nearly 20 per cent and along
with Tamil Nadu, Odisha, Maharashtra and Gujarat supplying more than 50 per cent of the entire MBBS
Talent Pool.
In PG Talent or MD Talent Pool, Gujarat leads with a huge share of 20 per cent followed by Karnataka at
19 per cent. Punjab which doesn't feature in the top 5 MBBS suppliers is the 3rd largest supplier of PG talent
in medicine.
Figure 100 : Medicine UG and PG Talent Supply - State wise
Percentage of UG talent
from each state

Percentage of PG talent
from each state

19.9%

Karnataka
13.1%

Tamil Nadu

20.1%

Gujarat

18.9%

Karnataka

Odisha

8.4%

Punjab

Maharashtra

8.2%

Maharashtra

7.0%

Gujarat

8.1%

Tamil Nadu

7.0%

5.3%

Kerala
Madhya Pradesh

4.7%

14.0%

Uttar Pradesh

5.7%

Rajasthan

5.4%

West Bengal

4.1%

Kerala

3.8%

Andhra Pradesh

3.8%

Delhi

3.6%

Rajasthan

3.7%

Madhya Pradesh

Bihar

3.2%

Odisha

Uttar Pradesh

3.1%

West Bengal
14.5%

Others

3.5%
2.2%
1.6%
7.1%

Others

Talent Supply Trend in Management/ Hotel/ Travel/ Tourism Course


Tamil Nadu produces the maximum number of undergraduates i.e., over a quarter, followed by Gujarat and
Madhya Pradesh.
In the PG Talent Pool, the top supplier is Andhra Pradesh at ~20 per cent followed by Maharashtra, Tamil
Nadu and Uttar Pradesh. Together, they supply over 50 per cent of the total PG Talent Pool in Management.
Figure 101: Management UG and PG Talent Supply - State wise
Percentage of UG talent
from each state

Percentage of PG talent
from each state
26.7%

Tamil Nadu
Gujarat

14.7%

Madhya Pradesh

14.4%
7.6%

Haryana
Punjab

5.6%

Maharashtra

5.2%

Karnataka

4.0%

Odisha

4.0%

Tamil Nadu

9.1%

Uttar Pradesh

8.5%
8.5%

Madhya Pradesh

7.6%

Gujarat

7.1%

Haryana

5.3%

Rajasthan

5.0%

Punjab
West Bengal

Delhi

2.3%

Odisha

Bihar

2.0%

Delhi

Others

16.2%

Maharashtra

3.1%

West Bengal

19.6%

Andhra Pradesh

10.4%

Others

Talent Demand Supply Analysis Indian IT-BPM Industry

4.1%
3.0%
1.5%
4.5%

72

Appendix C: Analysis of Talent Demand-Supply Gaps by Regions


Figure 102: Demand Supply North
DelhiNCR has the largest demand in the Northern region, UP supplies the most

Demand

Supply

Himachal Pradesh
30
532 Uttar Pradesh

Jammu & Kashmir


26
Uttarakhand
116

Haryana 7

Punjab
45

2,148
Chandigarh

Jammu &
Kashmir
4%
Uttarakhand
8%

Himachal
Pradesh
4%

Chandigarh
1%
Uttar
Pradesh
49%

Punjab
8%
Delhi
11%
Haryana
15%

32,584 Delhi

Region

Uttar Pradesh
Haryana

Demand

Potential Supply

532

74,199
23,290
16,746
11,478
11,781
6,721
5,360
1,288

7
32,584
45
116
26
30
2,148

Delhi
Punjab
Uttarakhand
Jammu & Kashmir
Himachal Pradesh
Chandigarh

Figure 103: Demand Supply South


While Karnataka Andhra Pradesh and TN continue to be the big 3 , Kerala is emerging as the new destination

Demand
Tamil Nadu
26%

Supply
Puducherry
0%
Andhra
Pradesh
25%

Puducherry
1%

Tamil Nadu
28%

Andhra
Pradesh
39%

Kerala
11%
Kerala
8%

73

Karnataka
41%

Karnataka
21%

Region

Demand

Potential Supply

Andhra Pradesh
Tamil Nadu
Karnataka
Kerala
Puducherry

27,662
29,034
46,605
8,520
370

60,189
46,688
40,179
15,198
1,813

Talent Demand Supply Analysis Indian IT-BPM Industry

Figure 104 : Demand Supply West


While Maharashtra continues to lead both demand and supply, Gujarat is emerging as the new centre
for IT-BPM Industry in the West region

Demand
Rajasthan
3%

Supply

Goa
1%

Goa
0%
Gujarat
11%

Rajasthan
17%

Gujarat
24%

Maharashtra
86%

Maharashtra
58%

Region

Demand

Potential Supply

Maharashtra
Gujarat
Rajasthan

30,526
3,763
974
204

82,502
32,974
23,858
1,180

Goa

Figure 105 : Demand Supply East


Odisha and West Bengal have large potential of growth

Demand
Assam
1%

Supply

Jharkhand
Sikkim
0%
0%

Sikkim
0%

Jharkhand
8%
Assam
8%

Odisha
27%

West
Bengal
36%

Odisha
20%

Bihar
0%
West Bengal
72%

Bihar
28%

Region

Demand

Potential Supply

West Bengal
Bihar
Odisha
Assam
Jharkhand
Sikkim

6,357
13
2,338
56
16
5

33,625
28,846
18,121
7,506
6,446
360

Talent Demand Supply Analysis Indian IT-BPM Industry

74

Figure 106 : Demand Supply Central


The Central region is extremely supply heavy. Clearly, it is not the preferred location for Indian IT-BPM Industry

Demand

Supply

Chhattisgarh
4%
Chhattisgarh
33%

Madhya
Pradesh
67%

Madhya
Pradesh
96%

Region

Madhya Pradesh
Chhattisgarh

75

Demand

Potential Supply

746
30

33,887
16,881

Talent Demand Supply Analysis Indian IT-BPM Industry

List of Figures
Figure 1: Talent Situation in the Indian IT-BPM Sector

Figure 2: Employable Pool

Figure 3: Talent Supply for Non-BPM Sector

Figure 4: Talent Supply for the BPM Sector

Figure 5: Approach and Methodology for Talent Supply Demand Analysis

Figure 6: Data Sources for Talent Supply Demand Analysis

Figure 7: Primary Data Sources for Talent Supply Demand Analysis

Figure 8: Methods to Collect Primary Data

Figure 9: Maintenance of Talent Demand Supply Data

Figure 10: Employment Trends in the Industry

10

Figure 11: IT-BPM Industry: Revenue and Employment Growth

11

Figure 12: Top 11 Companies Employ 1/3 of the Industry & Contribution to Revenues

12

Figure 13: People Employed by type of qualification

13

Figure 14: Region-wise Talent Demand Distribution

14

Figure 15: State-wise Talent Demand Distribution

14

Figure 16: World Population Age Demographics

15

Figure 17: Projected Growth in Sector-wise Manpower Requirement

16

Figure 18: Growth in Manpower Requirement

16

Figure 19: Talent Supply Ecosystem

17

Figure 20: Talent Supply Ecosystem Category-wise Break-up

18

Figure 21: Prominent States Talent Supply Break-up

20

Figure 22: Trends in GER Growth

21

Figure 23: Enrolment at various Academic levels

21

Figure 24: Drop in Talent Enrolment

22

Figure 25: Growth of GER across all Academic levels

23

Figure 26: Growth Trend of Technical streams

24

Figure 27: Growth Trend of Total Talent Pool

24

Figure 28: Stream-wise Supply 2011-2020

25

Talent Demand Supply Analysis Indian IT-BPM Industry

76

77

Figure 29:Talent Supply Distribution by Region

26

Figure 30: Talent Supply Distribution by State

26

Figure 31: Talent Supply from Uttar Pradesh

27

Figure 32: Talent Supply from Tamil Nadu

28

Figure 33: Talent Supply from Karnataka

28

Figure 34: Talent Supply from Andhra Pradesh

28

Figure 35: Key Areas of Strengths and Development Identified

30

Figure 36: Analysis based of Bloom's Taxonomy of Learning Outcomes

32

Figure 37: Comparison of Course-wise actual outcomes vs. desired outcomes

33

Figure 38: Employability Scenarios

35

Figure 39: Talent Demand and Supply

36

Figure 40: Talent Demand and Supply Gaps

36

Figure 41: Talent Demand and Supply for Experienced (>2 years) Candidates

37

Figure 42: Region-wise Demand Supply Gaps

38

Figure 43:Talent Demand Supply Gap by State (Northern Region)

39

Figure 44: Talent Demand Supply Gap by State (Southern Region)

39

Figure 45: Talent Demand Supply Gap by State (Eastern Region)

39

Figure 46: Talent Demand Supply Gap by State (Western Region)

40

Figure 47: Talent Demand Supply Gap by State (Central Region)

40

Figure 48: Current Technical Skills Requirement in the IT Services Sub-Sector

41

Figure 49: Future Technical Skills Requirement in the IT Services Sub-Sector

41

Figure 50: Gaps in Technical Skills Requirement in the IT Services Sub-Sector

42

Figure 51: Soft Skills Requirement in the IT Services Sub-Sector

42

Figure 52: Current Technical Skills Requirement in the BPM Sub-Sector

43

Figure 53: Future Technical Skills Requirement in the BPM Sub-Sector

43

Figure 54: Gaps in Technical Skills Requirement in the BPM Sub-Sector

44

Figure 55: Soft Skills Requirement in the BPM Sub-Sector

44

Figure 56: Key Issues Identified

45

Figure 57: Steps to Increase Focus on Product-Based Positioning

46

Figure 58: Tier 2 and Tier 3 Movement Benefit Analysis

47

Figure 59: Attractiveness Index for Cities to set-up IT-BPM Industry

48

Figure 60: Strategy to Improve the Employability of Graduates

49

Talent Demand Supply Analysis Indian IT-BPM Industry

Figure 61: SSCs for Skills Development in India

50

Figure 62: Percentage of Employers having difficulty in filling jobs

51

Figure 63: State Government and Agencies

51

Figure 64: Government Initiatives

52

Figure 65: GER Growth Rate

53

Figure 66: Drop in Talent Enrolment

53

Figure 67: Steps to Increase Enrolment in PG and Ph D

54

Figure 68: Talent Demand Supply Information Issues

55

Figure 69: State Talent Supply Profile - Andhra Pradesh

56

Figure 70: State Talent Supply Profile - Assam

56

Figure 71: State Talent Supply Profile - Bihar

57

Figure 72: State Talent Supply Profile - Chhattisgarh

57

Figure 73: State Talent Supply Profile - Goa

58

Figure 74: State Talent Supply Profile - Gujarat

58

Figure 75 State Talent Supply Profile - Haryana

59

Figure 76: State Talent Supply Profile - Himachal Pradesh

59

Figure 77: State Talent Supply Profile - J&K

60

Figure 78: State Talent Supply Profile - Jharkhand

60

Figure 79: State Talent Supply Profile - Karnataka

61

Figure 80: State Talent Supply Profile Kerala

61

Figure 81: State Talent Supply Profile - Madhya Pradesh

62

Figure 82: State Talent Supply Profile - Maharashtra

62

Figure 83:State Talent Supply Profile - Odisha

63

Figure 84: State Talent Supply Profile Punjab

63

Figure 85: State Talent Supply Profile - Rajasthan

64

Figure 86: State Talent Supply Profile - Sikkim

64

Figure 87: State Talent Supply Profile - Tamil Nadu

65

Figure 88: State Talent Supply Profile - Uttar Pradesh

65

Figure 89: State Talent Supply Profile - Uttarakhand

66

Figure 90: State Talent Supply Profile - West Bengal

66

Figure 91: State Talent Supply Profile - Chandigarh

67

Figure 92: State Talent Supply Profile - Delhi

67

Talent Demand Supply Analysis Indian IT-BPM Industry

78

79

Figure 93: State Talent Supply Profile Puducherry

68

Figure 94: Engineering UG and PG Talent Supply - State wise

69

Figure 95: Science UG and PG Talent Supply - State wise

69

Figure 96: Arts UG and PG Talent Supply - State wise

70

Figure 97: Commerce UG and PG Talent Supply - State wise

70

Figure 98: Law UG and PG Talent Supply - State wise

71

Figure 99: Education UG and PG Talent Supply - State wise

71

Figure 100: Medicine UG and PG Talent Supply - State wise

72

Figure 101: Management UG and PG Talent Supply - State wise

72

Figure 102: Demand Supply North

73

Figure 103: Demand Supply South

73

Figure 104: Demand Supply West

74

Figure 105: Demand Supply East

74

Figure 106: Demand Supply Central

75

Talent Demand Supply Analysis Indian IT-BPM Industry

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