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Research & Generation of Partners for Job

opportunities in varied sectors for the financially


disabled through QUEST Alliance
Social Concerned Project Report submitted in partial fulfillment of the
requirements for the degree of
Master of Business Administration
By:
ANINDYA BISWAS
1527605

Under the Guidance of


PROF. SURESH A. S.
Associate professor,
Institute of Management,
Christ University, Bangalore

Christ University, Institute of Management


2015

Declaration

I hereby declare that the Social Concerned Project report entitled Research & Generation of
Partners for Job opportunities in varied sectors for the financially disabled through QUEST
Alliance has been undertaken by me for the award of Master of Business Administration. I have
completed this study under the guidance of Prof. Suresh A.S.
I also declare that this Summer Intern Project report has not been submitted for the award of any
Degree, Diploma, Associate ship, Fellowship or any other title, in Christ University or in any other
university.

Place: Bengaluru
Date: 20-09-2016

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___________________
Anindya Biswas
(1527605)

Certificate

This is to certify that the Summer Intern Project report submitted by Anindya Biswas
on the title Research & Generation of Partners for Job opportunities in varied sectors for the
financially disabled through QUEST Alliance is a record of summer intern project work done by
him/ her during the academic year 2016-17 under my guidance and supervision in partial fulfillment
of Master of Business Administration.

Place: Bengaluru

___________________

Date:

Prof Suresh A.S.


Associate Professor, Marketing
Institute of Management
Christ University
Bengaluru

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Acknowledgement
I am indebted to many people who helped me accomplish this Project successfully.
First, I thank the Vice Chancellor Dr Fr Thomas C Mathew, Christ University for giving me
the opportunity to do my project.
I thank Dr. Suniti Phadke, Dean, Fr. Thomas T V, Director, Prof. Sudhindra S, Associate
Dean, Prof. Shrikanth Rao, Head of the Department and Prof. Kshetragna C.N, Head-Marketing,
Institute of Management, Christ University for their kind support.
I thank Prof. Suresh A.S. for his support and guidance during the course of my internship. I
remember him with much gratitude for his patience and motivation, but for which I could not have
submitted this work.
I wish to express my sincere thanks to my corporate mentor, Mr. Ashutosh Tosaria, Senior
Program Manager, QUEST Alliance, Bengaluru, for giving me an opportunity to work under his
guidance and successfully complete my internship.
I thank my parents for their blessings and constant support, without which this internship
project would not have seen the light of day.

_____________________
Anindya Biswas
1527605

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Abstract
In todays world we are not known for who we are, but rather for what we do for the society. What
we do for the society and how we give back to it is what defines our identity in the world. The fact
holds true for everybody today be it an individual or an organization. And it is for the very same
reason that we have the seen the emergence of two powerful ways of giving back to the society
the Corporate Social Responsibility (CSR) and the Non-Governmental Organizations (NGO, from
henceforth).
NGOs are primarily not-for-profit organizations whose workings are independent from the states as
well as the International Government rules. They are primarily funded by donations but exceptions
are there which are run by volunteers. Their basic functionality is to cater to the societys charitable
needs. There are others as well who have more of either of service orientation, participatory
orientation or the empowering orientation.
And that brings us to the summary of what we are about to embark upon. The report titled,
Research & Generation of Partners for Job opportunities in varied sectors for the financially
disabled through QUEST Alliance is an attempt to understand the working of an NGO as well as to
help the organization in finding out suitable partners for its employment program for the financially
disabled class who do not have the resources to source for the job opportunities themselves.
We hope to have done justice to the organization in putting our utmost efforts achieving the same.

Table of Contents
1. Chapter 1: Introduction
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8~9
5

2. Chapter 2: Company Profile


2.1 About Us

10 ~ 14

10

2.2 The Employability Program

11 ~ 12

2.3 Why the need for an Employability Program 12


2.4 The Financial State

13 ~ 14

2.5 The Governing Body

14

3. Chapter 3: Project/ Process Design and Methodology


3.1 Statement of the Problem

15 ~ 18

16

3.2 Problem Definition (Specifics) 16


3.3 Project Objectives

16 ~ 17

3.4 Sample Specifications 17


3.5 Data Collection Method and Statistical Tools Used
3.6 Limitations of the Research Project

17

18

4. Chapter 4: Data Analysis/ Process Study 19 ~ 24


4.1 Frequency Study

20 ~ 21

4.2 Cross Tabulation

21 ~ 22

4.3 Regression Analysis

22 ~ 24

5. Chapter 5: Findings, Learnings & Recommendations

25 ~ 32

5.1 Factors that determine partnership with an NGO

26 ~ 27

5.2 Partner Search Survey Findings & Observations

28

5.3 Recommendations
5.4 Learnings

31

5.5 Conclusion

32

6. References

33 ~ 34

7. Appendix

35 ~ 36

29 ~ 30

List of Tables
1. Table 5.1.1: Nature of the Organization
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20
6

2. Table 5.1.2: Need for More Trained Staff 21


3. Table 5.2.1: Nature of the Organization Vs Heard about QUEST Cross Tabulation

22

4. Table 5.3.1: ANOVA Table 23


5. Table 5.3.2: Regression Statistics

23

6. Table 5.3.3: Unstandardized Coefficients 24

List of Figures
1. Figure 2.4.1: Where our Money Comes from
2. Figure 2.4.2: Where our Money Goes

13

13

3. Figure 5.1: Nature of Organization 20


4. Figure 5.2: Nature of Organization Vs Partnership Interest Cross Tabulation 21

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CHAPTER 1

INTRODUCTION

Chapter 1: Introduction
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India, as of 1st of August, 2015 has around 31 lakh NGOs which is more than the number of
schools in the country itself. And the fact is that these numbers are increasing and do not have a
proper line of distinction between them. Reports state that today we have 1 NGO for every 600
people, with Uttar Pradesh topping the list in the number of NGOs have a staggering 5,48,194
NGOs catering to the needs of the people followed closely by Kerala at 3,69,137 and Madhya
Pradesh at 1,40,000.
The functions of these NGOs range from looking after the environment to feeding the poor to
teaching in socially backwards areas in a geography to even providing job opportunities to these
socially backward classes. It is thus in the empowering orientation that we have chosen to work as
part of our social concerned project.
In relevance with our topic we would be visiting partners in various industry sectors to try and
convince them why partnering with an organization such as QUEST Alliance can prove to be
beneficial for them in terms of cost effectiveness as well as resource acquisition strategies. The
sectors that would be targeted are Retail, Quick Service Restaurants, BPO and Hospitality.

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CHAPTER 2
COMPANY PROFILE

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10

CHAPTER 2: Quest Alliance The Organization


2.1 About Us
The Quality Education and Skills Training (QUEST) Alliance is a
not for profit trust since 2004, that focuses on research led
innovation and advocacy in the field of teaching and learning.
Working on the premise of shared responsibility and shared benefits, the organization started its
journey in the geographic regions of Mumbai, Karnataka and Hyderabad State. However, since then
in the last decade the enterprise has expanded to include Tamil Nadu, Gujarat, Kerala, West Bengal,
Rajasthan and Delhi NCR. The idea behind the expansion into these states was that these are the
states who are demonstrating cost-effective technologies which are replicable and also can be used
in the future.
The organization engages with its multiple stakeholders to demonstrate and enable solutions in
vocational training using Information and Communication Training (ICT), so that the organizations
can provide the children & youth, age 10-30, a set of real-world skills along with opportunities to
build confidence in a fun and engaging way that prepares them for work and life.
Website: http://www.questalliance.net/

2.2 The Employability Program:


The crux of our Social Concerned Project was to find out prospective partners who would provide
employment opportunities to the youth being trained by QUEST. So as a precursor to the above we
decided it was essential that we give a look at what QUEST has done when it comes to providing
employability opportunities compared to its peers.
The Employability program started through two pilot projects a decade back in 2006 The Digital
Life Skills Toolkit (DLST) in partnership with CAP Foundation and Microsoft and the other being a
distance learning program where a single qualified instructor could reach up to 5 remote areas at a
time.
In 2009, Accenture and QUEST started working together to create an integrated employability
model building on the DLST experience. They then jointly developed a blended learning module to
train youth in 3-4 months for the world of work at vocational training institutes.
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QUEST is also working with ITIs to train youth in employability skills since 2012. This is done
through an in-school program where 120 hours are provided in the 1st or 2nd year timetable to
QUEST for implementing its curriculum.

2.3 Why the need for an Employability Program:


During the initial needs assessment phase, QUEST found out that there was the existence of a gap
in what the training centers imparted to the trainers and what the trainers acknowledged. QUEST
wanted to fill this talent gap. They also observed that many of these training centers did not have
properly skilled trainers who could impart the life skill and technical trainings efficiently. Poor
salaries and the lack of a well-defined career path did nothing to motivate qualified individuals to
take this path and create inspiring learning environments in their institutes.
To ensure a basic minimum quality at scale was the goal that QUEST envisioned for themselves and
the society. QUEST was envisioned as an extended mind space of its partner NGOs and
government organizations providing strategies, materials and systems to transform their learning
spaces.
The goal was to make the learning process engaging and develop confidence of the youth so that
they can transform themselves into self-sufficient individuals and responsible citizens of the
country.
QUEST trains learners in life skills to enhance awareness about self along with English language
training to improve their communication skills. It also provides the students with orientation and
understanding of the world of work in order to get work ready and plan for their future.
Some of the donors who helped QUEST achieve the scale of success today are as follows:

2.4 The Financial State


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As of the financial report of 2014 ~ 2015 QUEST Alliance has reached out to 5,282 children in
grade 5 of 113 schools, trained 337 teachers and mobilized 226 community champions. They helped
engage 8,272 parents through Open House and Voice Messages. They had 250 facilitators who
supported 10,627 students of 18 ~ 30 years of age across 203 vocational training centers and
68% trainees could find employment through placements. They helped develop 4 new toolkits
using digital learning materials and conducted 34 training workshops for 240 unique partners.
For this they received 12.18 crores in Grants and spent 72% on programs, 20% on
management and 8% on further fundraising. We shall now show the fund breakups and the
expenditures as well as reported in the Annual Report for Quest

INCOME (2015 and 2014)


EXPENDITURE (2015 and 2014)
Grants, Donations and Contributions 101,205,652
452,764
Program
Expenses 101,971,742 181,917
Transfer from Donor Amount 4,221,161 391,789
Overhead & Administrative Costs 3,309,447 671,817
Bank Interest 720,906 1,270,719
Depreciation 1,481,363 704,938
Excess of Expenditure over Income 614,833
Excess of Income over Expenditure 556,600
Total 106,762,552 2,115,272
Total 106,762,552 2,115,272

Given in the following page are the balance sheet and assets break up for QUEST Alliance for
the year of 2014 ~ 2015.

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BALANCE SHEET AS ON 31.03.2015


ASSETS (2015 and 2014)
Capital Fund 6,465,853
Fixed Assets 6,295,491 1,221,759
Corpus Fund 16,364 16,364
Current Assets 2,965,019 1,566,919
General Fund 7,898,605 8,513,438
Cash and Bank Balance 30,655,418 7,564,245
Specific Fund 34,280,429 15,708,839
Investments 9,090,393 13,977,937
Current Liabilities and Provisions 345,070 92,220
Total 49,006,321 24,330,861
Total 49,006,321 24,330,861

2.5 Governing Body


The Governing Body or the Board is responsible for strategy, policy, budget and results. It
also oversees that the organization has long-term plans, approves financial statements and
ensures that the organization complies with the rules and regulations related to the legal
boundaries of an NGO. In 2014 ~ 2015, the board met on June 4, 2014, October 20, 2014
and January 21, 2015.

Details of the board


Headed by Mr. Aakash Sethi (Male), Executive Director,
QUEST Alliance. These are the members of the board that
presides over the workings of the organization Mr. Aachu
Calapa (Male), CEO, Live, Love, Laugh Foundation, Mr.
Arvind Lodaya (Male) Brand Consultant, Mr. Kapil Das
(Male) Film Maker, Mr. Nagesh Alai (Male) Group Chairman,
FCB Ulka, India, Mr. Sanjay Anandaram (Male) Venture
Partner with Seed Fund, Ms. Vikas Goswami (Female)
Director, Good & Green, Godrej Industries. It is to be noted
that none of the board members are related to each other.

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CHAPTER 3
PROJECT OBJECTIVES
AND
METHODOLOGY

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CHAPTER 3: Project Objectives & Methodology


3.1 Statement of the Problem
The statement of the problem as discussed with the corporate mentors was decided to be as
given below:
Research & Generation of Partners for Job opportunities in varied sectors for the
economically disabled through QUEST Alliance

3.2 Problem Definition (specifics)


The problem underlined the fact that QUEST was in need of yet newer partners which would
give them a competitive edge in the market. Thus, they wanted to scour newer opportunities
for partnership which would help them to further widen their base and also give them added
revenue and funding from these partners and more employability opportunities for the youth.

3.3 Project Objectives


MyQuest (QUEST's employability program) works with youth across many states and
trades and gives them the knowledge, attitude and skills to find jobs. A significant task to
achieve this goal is to make sure there are enough employers who are willing to offer quality
jobs to the youth.
The organization has a network of training centers (in partnership with many NGOs) across
Kerala, Karnataka, TN, Delhi, North East, Bihar, Maharashtra and would like us to help them
in:
1.Meeting and identifying employers who would like to partner with QUEST in this
endeavor
2.Specify what each employer is looking for and how would they like to engage.
3.The Organization is looking for employers in the following sectors Retail (Single Brand Stores are more preferred rather than
convenience stores)
Quick service restaurants,
BPO,
Hospitality and
Also companies offering entry level Sales & Marketing jobs.
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Most of the students being taught by QUEST come from broken educational systems and
distressed socio-economic backgrounds. The intent of the organization is to offer them
placement and industry connect opportunities.
Hence as per the requirements of the project, we are to identify and generate almost 5 leads
in all the above sectors mentioned working as a team of 2-3 per team.

3.4 Sample Specifications


Sample Size: As many that can be converted into leads. For our research report we were able
to garner around 15 Contacts.
Sampling Techniques Used: Random Probabilistic Sampling
Sampling Area: South Bangalore

3.5 Data Collection Method and Statistical Tools Used


The primary data for the purpose of this Social Concerned Project was collected by visiting
various outlets that could be classified under the categories mentioned by the Corporate
Mentor. The management at the outlet was then asked unstructured questions pertaining to
the nature of the business, no. of employees that they have, whether they are looking
forward to having more employees. Once we had this data we then introduced them to
QUEST Alliance as an organization and their employability program.
Once they have been briefed about the same, we then asked them whether they would be
willing to partner with QUEST Alliance and provide employment opportunities to the
financially disabled and pay them what they deserve so that they can feed their families ably.
For the analysis portion we used MS Excel to collaborate our data which was then put in
IBM SPSS to help us give a better insight as to what these partners are looking for when they
do agree to pair up with an NGO.
To get the insight we performed a Binary Regression on the data collected.

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3.6 Limitations of the Research Project


There were certain limitations and difficulties that were faced during the entire period of
Research study some of which are as listed below:
The time limit of 15 Hours is not long enough to understand the nuances of
fragmented industry such as the NGOs in Bangalore wherein there are multiple
players all having a similar service portfolio that is being offered.
The Corporate Mentor had advised us to get as many leads as possible, but the time
limit to convert a prospect into a lead was very limited.
Furthermore, the prospects are not willing initially to understand the benefits of a
partnership with an NGO.
Some of the approached prospects had certain preferences which was subject to
availability. For example, popular pizza outlet Dominos was willing for a partnership
with QUEST provided they gave trained delivery boys with their own transport.
Proper interaction with the prospects given the limited time was not possible and
hence the fullest potential for this project was not reached.

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CHAPTER 4

DATA ANALYSIS/
PROCESS STUDY

CHAPTER 4: Data Analysis/Process Study


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For the purpose of the research we were able to conduct the following research on our data
which we shall be covering in the following few pages.

4.1 FREQUENCY STUDY

Table 5.1.1 Nature of the organization

Valid

Frequency

Percent

1
1
1
1
6
7
17

5.9
5.9
5.9
5.9
35.3
41.2
100

Automobiles
Beauty/cosmetics
BPO/IT
Entertainment
Restaurant
Retail
Total

Valid Percent

Cumulative Percent

5.9
5.9
5.9
5.9
35.3
41.2
100

5.9
11.8
17.6
23.5
58.8
100

Figure 5.1: Nature of Organization


45
40
35
30
25
20
15
10
5
0

41.2
35.3

5.9

5.9

5.9

5.9

There were 6 sectors included in our study out of which the major sector included Retail and
Restaurant which were 41.2% and 35.3% respectively. The detailed data is shown in the table
provided below.
Source: Primary Data

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Also with newer job opportunities and the Make in India campaign providing
empowerment to the youth we could see that there are a lot of new job opportunities that are
coming up. The same has been shown in the frequency table in the next page, wherein we see
that percentages of employers who are in need of trained staff are 88.2%, whereas who are
not are 11.8%.

Valid

No
Yes
Total

Table 5.1.2 Need for more trained staff


Percen
Frequency
Valid Percent Cumulative Percent
t
1
5.8
5.8
5.8
16
94.2
94.2
100
17
100
100
Source: Primary Data

4.2 CROSS TABULATION


Also, most of the retail outlets are in requirement of employees followed by restaurants. The
reason for the same is growing number of retail outlets in different areas, whereas restaurants
are always in need of employees due to large number of restaurants being near IT parks as
well as mostly people in the fast life prefer eating out.

As the objective of our study was to generate partners for job opportunities in various sectors,
from the data analysis we found that Retail and Restaurants are the sectors which are
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interested in partnership with Quest. Other sectors which are interested in partnerships are
Automobiles, Beauty and Entertainment.
Another observation that we could find out was that, restaurants are the sectors which are
though in need of the employees but at the same time prefer local people in the restaurant and
also few employers like Dominos require delivery boys who need to have their own vehicles
for delivery. However, these requests are only limited to small sized restaurants and quick
service restaurants only and do not define the work requirements of the larger restaurants.
Furthermore, in retail outlets like Bata, they want to understand the salary structure QUEST
is expecting from its employers, whereas the Salons in the Beauty sector are in urgent need of
the employers.
Table 5.2.1 Nature of the organization * Heard about QUEST
Cross-Tabulation
Heard about
QUEST
Yes

Nature of the
organization

Automobiles
Beauty/cosmetics
BPO/IT
Entertainment
Restaurant
Retail

Total

0
0
1
0
0
0

Total

No
1
1
0
1
6
7

1
1
1
1
6
7

17

17

Source: Primary Data

One of the major drawbacks I could identify from this analysis Quest if facing is lack of
awareness amongst the people about Quest. When we approached the employers we could
find that almost all the employers of the sectors considered for this study have not heard
about quest alliance and hence are drifting away from being partners with quest. This gives
an opportunity for Quest to promote itself through social media marketing as other
promotional activities to ensure that awareness about the NGO is spread across.

4.3 REGRESSION ANALYSIS

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One of the other methods we used to come to a decisive conclusion was to use the method of
regression which would actually tell us as to what are the factors that significantly contribute
to a partnership scenario with an NGO.
We would start off by examining the ANOVA Table which would tell us whether the data that
we have collected is a good fit or not which we can see for an value of .050 (i.e. Confidence
of 95%).

Table 5.3.1: ANOVA


Regression
Residual

df
4
12

SS
1.889943074
0.580645161

Total

16

2.470588235

MS
0.472485769
0.048387097

F
9.764705882

Significance F
0.000942028

Source: Primary Data

As we can see that at an value of .050 we have a p-value of .000942028 which is much
lesser than .050 which makes the decision to go through with a decision model viable.
Next we would have a look at the Coefficient of Determination R 2 which would tell us how
much of the variance in the Dependent Variable which in this case are the chances of
Partnership with an NGO can be explained by the independent variables which are
Need for more Trained Staff, Job Type, Awareness about the NGO, Terms & Conditions
specific to the Job.
Table 5.3.2 Regression Statistics
Multiple R

0.946296122

R Square

0.956497696

Adjusted R Square

0.936635945

Standard Error

0.219970673

Observations

17
Source: Primary Data

Now as we can see that the Adjusted R 2 value is around .9366 or 93.67% which is a pretty
decent value stating that around 93.67% of the variances in the existence of a partnership can
be explained by the above factors also showing that the presence of these factors are very
important. Now we shall move on to see what actually constitutes the formation of
partnership with the help of the regression model.
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Now the prime logic that we would be following while considering the factors are that we
would only take those factors whose p-value would be lesser than the value of .050 that we
are considering as a benchmark for our project.
The same shall be shown in the following pages:

Intercept
NeedMoreStaff
JobDescription
QuestAwareness
T&C

Table 5.3.4: Unstandardized Coefficients


Coefficients
Standard Error
t Stat
1.258064516
0.356823106
3.525737245
0.677419355
0.275343212
-2.460272582
0.258064516
0.099051545
2.605355789
0.580645161
0.262065755
-2.215646838
-0.096774194
0.12845493
0.753370804

P-value
0.004179067
0.03002349
0.022997716
0.046803229
0.465751895
Source: Primary Data

Now if we see the variables we can see that the variable T&C denoting Terms & Conditions
has a negative effect on the existence of a partnership which is also denoted by the presence
of a P-value of .4657which is greater than our value of .050. However, if we see the other
factors we could see that all the others have proved themselves to be significant factors
necessary for the existence of a partnership between an organization and an NGO. Thus, if we
are to construct the regression equation based on the above information we would get the
following equation:

Ypartnership = 1.258 + 0.67XStaffRequirement + 0.25XJobDescription + 0.58XQUESTAwareness + 0.2199


Thus we can see for the existence of a partnership the details about staff requirement, the job
description and awareness about the NGO by the Hiring Organization is extremely important.

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CHAPTER 5

FINDINGS &
RECOMMENDATIONS

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CHAPTER 5: Findings & Recommendations


5.1 Factors that determine partnership with an NGO
There are certain factors that determines whether an organization would opt to be partner or
even a funding partner for an NGO. During the period of observation and search for partners
we came across certain factors which we would be describing in detail:
1.

Nature and Scale of Operations:


The nature and scale of operations of an organization would be a prime factor in
determining whether or not they would need additional resources at their workplace
and whether they would need additional help from an NGO in hiring more employees.
A bigger organization or an organization with less employees has the potential to
engage in a partnership with an NGO. Location also stands as an important factor
when it comes to determination of partners for an NGO. For example, one of our
contacted prospects, a retail hypermarket needed sales people who could handle
crowds easily whereas another branch of the same company did not want any
employees.

2. Number of Employees:
The employee capacity of an organization would also determine whether the
organization is able to undertake any more employees. If the employee capacity is
over the limit, then the NGO would not be able to convince the company to undertake
more employees.

3. Past Experiences:
If the company has had previous experiences in partnerships with an NGO then that
affects the way, the NGO would be perceived by the organization. A positive
experience would also mean that the NGO would be perceived by the organization
which would mean a prospect can be successfully converted into a lead. However, a
negative experience can also hamper the way the pitching of the benefits of the NGO
can be perceived.

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4. Efficiency of the workers being provided:


The efficiency level of the workers that has been provided if there has been a prior
experience with an NGO is also a factor in determining the possible existence of a
partnership with an NGO. The factor also includes how skilled the workers provided
are and whether the company would have to bear extra costs post induction into the
company and also certain other liabilities. For example, one of our contacted
prospects, Dominos insisted that while it was interested in a partnership, it would
require that the delivery boys would need to have their transport and be ready to work
for long hours on a low salary, which might not be agreeable to the NGO.

5. Awareness about the existence of the NGO:


This was one of the major hurdles that we had faced while conducting a partner
search. One of the recent controversies regarding NGOs hampering the nations
development by organizing protests thereby degrading the nations GDP by 2% - 3%
every year has caused a lot of these small scale companies to lose their trust in the
NGOs and as such for all social concerned they prefer to stick to whom they know
and thus as such they were quite resistant to the idea of partnership with a relatively
unknown NGO.

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5.2: Partner Search Survey Findings & Observations


The major findings that were obtained as a result of the partner search findings are as follows:
1. The first major finding that we came across while searching for partners for an NGO
is that while companies are well aware of and perceive NGOs as a growing source of
youth employability, they are still not ready to adapt to this change and would prefer
to prefer to rather go to the more reliable sources like college campuses or hire
people who have similar work experiences rather than hiring trained manpower from
an NGO.
2. The other major finding that we came across while conducting a partner search was
that general awareness of the NGO and its brand image matters a lot to the
company/partner. This is because, if they would be hiring base level technicians and
workers who in a way represent the company to the end consumers that the company
is serving. And as such they have preferences as to who they would like to take in to
their organization as an employee.
3. Another important observation that we found was that today a lot of women
workforce are being encouraged across industries. A lot of the retail outlets that we
had visited also asked whether we would be able to provide them skilled female
salesgirls who would be able to handle huge crowd volumes as well. This is a recent
shift in trends where more male manpower was being preferred.
4. Another important factor that we have observed in the partner search is that in the
BPO sector. With these sectors working around the clock serving domestic and
international clients, the security of the employees as well as the workplace is highly
critical and such there is a lot of demand for skilled and alert security staff from the
BPO sector who would be willing to work on a 24/7 basis.

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5.3: Recommendations
While QUEST Alliance has certainly seen an upward growth in its revenues as seen in the
annual finances it is yet to achieve the same level of popularity as its peers in the same sector.
Therefore, we would like to recommend certain suggestions to QUEST Alliance hoping that
if these recommendations are implemented it would help QUEST Alliance achieve a greater
visibility in the market and a better brand image.
While BPO Sector is a sector that is very hard to enter into for an NGO that provides
manpower owing to the criticality of the data that the employees deal with, it also has
an immense potential for partnership as in the fact that a lot of these BPOs work on a
24/7 basis and therefore, the security of its employees are a big concern for them. And
most of these BPOs would like to have security staff on their payroll at a minimal
deserving salary, who would be alert and make sure that incidents of data theft do not
happen. Therefore, QUEST Alliance has two ways to increase partner base:
1. Partner with renowned security providers G4S to provide trained security to
BPOs
2. Have trainers from G4S train the manpower at QUEST who can then be
recruited as security staff at other BPOs.
Another recommendation we would like to provide QUEST Alliance is that they
should also float around campaigns on social media platforms such as Facebook,
Twitter and LinkedIn about the need for employability partners. With the help of
active social media handlers, achieving this task can be made possible.
A third recommendation is the fact that QUEST Alliance should also highlight on a
sole women empowerment program and focus this on their website as well as on their
social media handles. This will in a way help them to achieve greater market visibility
vis-a-vis their peers in the same sector of employment programs. As most of these
NGOs have a similar service offering, this might help them in a way to stand out in
the market and grab the eyeballs of potential donors and employers as well.
QUEST Alliance could also take advantage of its location of the headquarters. Being
in Koramangala, gives it a chance to spread the awareness about their organization to
a wider youth base. As the area has many colleges and other educational institutes,
QUEST Alliance could also pair up with them so that the trainers from these reputed
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institutes could come and give the basic vocational trainings to the youth undertaken
by QUEST and partnerships of this type are beneficial to both the parties involved.
Furthermore, QUEST Alliance should also think of having a field level team that
would source out partners. This could be similar to the task that we had undertaken
during the duration of the project. The logic behind this is that, being youths we
would have a more social connect to the outside world and also we would be in a
better position to understand which areas need more manpower.

5.4 Learnings
In line with the objectives of the Social Concerned Project we were able to go through the
following touch points which we consider as our personal learning with respect to the project.

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1. We were able to understand why the existence of an NGO is necessary in the


development of the country. Although we do have the cons and the controversies, we
were able to learn that there are genuine NGOs who strive towards the purpose of
their existence without hampering the nations overall development.
2. We were also able to understand how the NGOs work in general and how it is
different from the profit organizations and the entire sector of NGOs on a regional
level.
3. We were also able to learn as to how and why NGO is important to the companies (be
it I.T. MNCs or FMCG giants or Retail Titans) and how giving back to the society is
such an important concept in todays businesses.
4. We with our observation were able to make an attempt in understanding the
perceptional differences in what the NGOs wants to provide and what a partner
expects from the NGO and also what is the process undertaken by an NGO to meet
the needs.
5. Furthermore, from a marketing perspective we were also able to gain an on the field
knowledge about how difficult it is to convert a prospect into a successful lead and we
came to appreciate the efforts that goes behind the process.

5.5 CONCLUSION
Thus in conclusion we can say that the learning outtakes as well as understanding of the NGO
sector during the time of performance of this project helped us in a way to understand how
important it is to give back to the society. As marketers, the project has helped us to
understand and interpret what people say and what they want to say, which in todays market
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is essential considering that most of the times customers dont actually understand what they
need and what they want and it is up to the marketers to understand and then make them
aware of this pre-existent need.
Apart from this with the help of this project we understood how to convince a partner and
how to deal with differences with regards to the expectations of parties involved in a
partnership. And these are the qualities that not only help a marketer but also a good citizen
who knows how to deal with real life daily conflicts all the while maintaining composure and
dignity.
Thus in conclusion, we would again like to thank all the people associated with the project
who has helped us throughout the duration of the project and without whom our learning
would have been incomplete.

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REFERENCES

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References
Anand, U. (2015, Aug 1). India has 31 lakh NGOs, more than double the number of schools.
Retrieved from The Indian Express: http://indianexpress.com/article/india/indiaothers/india-has-31-lakh-ngos-twice-the-number-of-schools-almost-twice-number-ofpolicemen/
Government of India. (2015). State-wise list of VOs/NGOs signed. Retrieved from Darpan:
http://ngo.india.gov.in/ngo_stateschemes_ngo.php
Handy, F., Kassam, M., Feeney, S., & Ranade, B. (2006). Grassroots NGOs by Women for
Women. New Delhi: Sage Publications.
Khanna, M. (1992). Rural Industrializations and Poverty alleviations. Khadi Gramodyog, 372
- 377.
Kilby, P. (2010). NGOs in India, the challenges of womens empowerment and accountability.
London: Routledge.
Magic Bus Corporate Team. (2011, October 12). How we Do it. Retrieved from Magic Bus:
https://www.magicbus.org/about-us
Mahapatra, D. (2014, Feb 23). India witnessing NGO boom, there is 1 for every 600 people.
Retrieved from The Times of India: http://timesofindia.indiatimes.com/india/Indiawitnessing-NGO-boom-there-is-1-for-every-600-people/articleshow/30871406.cms
Nelson, P. (2002). New agendas and new patterns of international NGO political action.
International Journal of Voluntary and Non-Voluntary Organizations, 377 - 392.
Pratham Corporate Team. (1998, February 09). Programmes - Vocational Training. Retrieved
from Pratham: http://pratham.org/programmes/vocational-training
Rajasekhar, D. (2000). Non-Governmental Organisations(NGOs) in India: Opportunities and
Challenges. Journal of Rural Development, 249 - 275.
Singh, M. (1992). NGOsBeat Catalytic Agents for Rural Development. Khadi Gramodyog,
368 - 371.
Sooryamurthy, R., & Gangrade, K. D. (2003). NGOs in India: A Cross sectional Study. In R.
Sooryamurthy, & K. D. Gangrade, Indian Anthroplogist (pp. 87 - 91). Delhi NCR:
Indian Anthropological Association.
Tosaria, M. A. (2016, July 25). Interview with Ashutosh Tosaria, Senior Program Manager,
QUEST Alliance on Employability Process & Opportunites for QUEST. (M. A.
Choudhary, Interviewer)
U & I Corporate Team. (2001, January 21). U & I Teach - An Overview. Retrieved from U &
I: http://uanditeach.strikingly.com/
Unnati. (2007, June 05). Our Vocations. Retrieved from Unnati Bangalore:
http://unnatiblr.org/our-vocations/

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APPENDIX

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Questionnaire for Prospects


Name of the Organization: ___________________________________________________
Nature of the Organization: __________________________________________________
Name of the Person Contacted: ________________________________________________
Contact Number (if willing to give): ____________________________________________
Number of employees working in the organization: _______________________________
Need for more trained staff (Yes/No): __________________________________________
Heard about QUEST as an NGO (Yes/No): ______________________________________
At this point we would give a brief know how on what is QUEST Alliance as an Organization
and how it works and also potential cost benefits from partnering with an NGO that provides
trained manpower as compared to sourcing out untrained manpower and then having to incur
the cost of training them on their own so that they can fit the organizational culture.
We then ask them the final question:
Are you interested in Partnering with QUEST Alliance (Yes/No)? __________________
Any Queries or Expectations (Yes/No)? ________________________________________
-x-x--Thank you for providing us with your precious time. We hope to hear from you soon--x-x-

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