CMA Chandigarh

Management Association
ALL INDIA MANAGEMENT ASSOCIATION

SOUVENIR
PEOPLE, SKILLS & CHANGE MANAGEMENT
(Unlocking Youth Potential)
Build

Skills
Development

Learn Excel
2010-11

Management
Day 2010
CHANDIGARH MANAGEMENT ASSOCIATION
Monday, 25th October 2010, Chandigarh

Released by :

S. Navjot Singh Sidhu

Hon'ble MP Amritsar
LET US GIVE LIFE MANAGEMENT SKILLS TO EVERY YOUTH
Services & Solutions
HARTRON has got installed computers, peripherals and other allied items in various State government
Departments, Boards and Corporations. These computers are being used for various jobs ranging from word
processing to generating MIS reports. The corporation has provided its consultancy to more than 80 State
government departments and organizations.

HARTRON provides IT services in the gamut of following areas :

• IT solutions Planning
• Software Development
• Website Design and Development Services
• Hardware & Software Purchases
• Data Preparation and Processing Services
• Franchise
• Placement

Projects
• ITT Complexes at Gurgaon
• E-District
• State Wide Area Network (ADHAAR)
• Common Services Centres
• State Data Centre (SDC)
• State Portal and State Service Delivery Gateway (SSDG)
• Smart Cards

Schemes
• NORAD Scheme
• e-EmpoweringVillage Women
• Computer training for SC college students

Infrastructure Development
• Independent Sheds in Gurgaon
• Flatted Factory Complex / Modules

Marketing
HARTRON is providing technical support as well as facilitating procurement for various state of the art IT projects/
products to its clients, including state government departments, boards and corporations. These include high end
surveillance, digital trunking equipment, computers, peripherals and other allied items, networking products, test and
measuring instruments and various other scientific instruments etc.The Corporation has also entered into strategic
alliance with well known IT, electronics, computer and communication companies and marketing their products.

Research and Development

The instruments Design Development and Facilities Centre (IDDC) set up by HARTRON at Ambala in 1983 with the
financial and technical assistance from the United Nation Development Program (UNDP) / United Nation Industrial
Development Organization (UNIDO), boasts of high level of skill, technical manpower and hi-tech
equipment/machinery and fulfills the research & development requirements of the industry.

HARYANA STATE ELECTRONICS

DEVELOPMENT CORPORATION LIMITED
hartron ( A Haryana Government Undertaking)

SCO 111-113, Sector 17-B, Chandigarh 160017

An ISO 9001 Tel. : 0172-2722961, 2722962, Fax : 0172-2705529
Certified Organisation website : www.hartron.org, e-mail : hartron@hartron.org

Navjot Singh Sidhu
Hon'ble Member of Parliament
Message
I am pleased to know that Chandigarh Management
Association is organizing its annual 'Management Meet'
on 25th October. As I know, CMA is a body of
management professionals engaged in the promotion and
development of sound management practices in the
industry, trade and businesses and is doing commendable
job in its domain.
I am further happy to know that in the current year CMA has
taken up some innovative programmes giving much needed
impetus to skills for employability for the youth of
Chandigarh and its satellite townships other than industry-
academia interface for corporate social responsibility, and
involving women wing for its agenda of social causes.
I firmly believe that skilled human resources will continue to
play significant role in the socio-economic development of
our country. The greatest concern of employers today is
finding good managers and skilled workforce to bring about
a change in the work culture of the corporate to compete
globally. I, therefore, am happy to know that the Chandigarh
Management Association has chosen a very appropriate
theme for its Management Meet, i.e. "People, Skills, and
Change Management”
I congratulate CMA for releasing a Souvenir on the occasion
containing research articles and am sure that the outcome of
the deliberations of the meet will provide a roadmap for the
corporate to emulate to take the region on a higher economic
trajectory and making our youth employable.
Navjot Singh Sidhu
 Chandigarh
Management
Association
Office Bearers
President
Dr. Gulshan Sharma
Director
Foundation of ITFT, Chandigarh
Vice President
Dr. Niraj Pasricha
Director
Regional Institute of Co-operative Mgt.
Secretary General
J.N. Vohra
Textile Consultant
Joint Secretary
A.K. Gandhi
Consultant
Jaiparkash Associate, Ltd.
Treasurer
CA Vivek Goyal
Past President
Col. Karamjeet Singh (Retd.)
Director
Continental Group of Institutes, Mohali
CMA
CHANDIGARH MANAGEMENT ASSOCIATION
C/o Bhartiya Vidya Bhawan
Plot No. 5, Sector 27-B, Madhya Marg
Chandigarh-160019, INDIA
Tel .: 0172-2656031, Fax : 0172-2639548
email : cmachandigarh@yahoo.com
Website : www.cma.net.in
http://cmaupdate.blogspot.com/
cma.chd@gmail.com
Affiliated to
ALL INDIA MANAGEMENT ASSOCIATION
Foreword
Dr Gulshan Sharma
President CMA
Various researches, including FICCI education work, shows that there will be
a shortage of skilled manpower in different sectors; industrial as well as
service sectors. The projected growth rates in industry and services sectors
are expected to generate 60 million job opportunities during 2012 and 156
million during 2016.
Rising growth of manufacturing to 12 % could create 1.6 to 2.9 million direct
jobs annually, and another 2-3 times that number indirectly. Construction
sector with a current employment of over 30 million is to witness boom by an
annual growth rate of 30% in infrastructure. It would translate in large jobs
opportunities far short of the availability. In Health sector there is shortage of 5
lakh doctors and 10 lakh Nurses, in IT sector shortage of 5 lakhs (half a
million) engineers, and in Education sector, faculty shortage of 25-40 percent.
The shortage of knowledge workers in the manufacturing sector and skilled
construction workers has already become an inhibiting factor in developing
infrastructure at a fast pace. Similarly, Food industry is fast-expanding, needs
professional food scientists and technicians to cope up with this expansion.
In Media and Entertainment industry, demand for animation production
services from India is growing which has opened up innumerable
opportunities for students of Design, Fine Arts and Mass Communication. IT
and BPO sector could employ 9 million persons directly and indirectly by
2010.
The Need of the hour is SKILLS DEVELOPMENT. The skills provided have to
be attuned to new business requirements; improving quality of education and
trainings at all levels; and to make technical/ vocational education system
more flexible and inclusive for sustainable growth.
Chandigarh Management Association looks forward to the most valuable
support of all segments of the society to address some of these challenges
and will endeavour to promote industry and academia interaction to narrow
the existing gap between the demand and supply of the skilled manpower
The revision of course curricula lags far behind the need of the industry. There
is a disconnect between skills provided and skills required by the industry.
What is taught is by and large not required. We need more activities, case
studies, discussions and industrial visits including on the job training culture
and reform higher technical education to promote research and to facilitate
skill development simultaneously facilitating capacity expansion through
private sector participation
Let us join hands in making the Tri city as Skill Capital of Northern India.
 PUNJAB MUNICIPAL INFRASTRUCTURE DEVELOPMENT COMPANY
SCO 89-90/1st Floor, Sector 34-A, Chandigarh-160043
Phone No. +91-172-4020101, 103-108, Fax No. +91-172-4020100

PMIDC is a non profit making company established by the Punjab

Government under section 25 of the Company Act with a objective to
uplift the living standard of urban population by augmenting essential
resources through pooled manner facilitated urban infrastructure
projects and to assist urban local bodies for addressing the problem of
urban poor.
Following projects have been undertaken by the PMIDC on behalf of the
Urban Local Bodies : -
1. E-Governance Implementation in the Department of Local
Government.
2. Energy Efficiency concept in Street Lightning in all the Municipal
Corporation in the state of Punjab.
3. Installation of CCTV (Closed Circuit Television) at various
intersections in Amritsar, Jalandhar, Ludhiana and SAS Nagar
Mohali.
4. Implement the Jawarharlal Nehru National Urban Renewal Mission
schemes.
5. Unified Metropolitan Transport Authority.
About CMA
Chandigarh Management Association (CMA) is a registered society and is affiliated to All
India Management Association (AIMA). Established in 1966, CMA is now more than 40
years old. One of the objectives of the association is to promote the understanding of
professional management practices and principles. At present CMA has more than 400
listed members drawn from Industry, Trade, and Academia of the Chandigarh City and
its adjoining satellite cities.
The main objective of the association is to promote the development of professional
management practices in the industry, trade and businesses in private and public sectors
and management of the cities by cultivating an understanding and appreciation of sound
management philosophies and principles.

CMA AWARDS OF EXCELLENCE TO EDUCATIONAL INSTITUTIONS 2009-2010

CMA AWARDEES
EXCELLENCE TO EDUCATIONAL INSTITUTIONS 2010-2011

Sh. Gurvinder Singh Bahra Sh. Zora Singh Sh. Manmohan Garg
Chairman-Rayat & Bahra Group Chairman-Desh Bhagat Group of Institutes Chairman -Gurukul Vidyapeeth

Sh. J.S. Bedi Sh. Dharinder Tayal

Chairman - Gian Jyoti Institute of Director - Anovus Institute of
Management & Technology Clinical Research
 “IT IS IN GIVING THAT WE RECEIVE”

The silkworm weaves threads around itself into a cocoon. Then, before it develops wings and slips out of cocoon,
the manufacturer gets hold of it, and the silkworm meets its death in its self created
prison. We all are similarly entrapped.
See the state of mind of so many people. They think they are so wise all rushing for
money to satisfy their desires for security and pleasure. They use their life like a train
speeding to one goal. money, money. Failing to use reason to see where this course
will take them, they play with material ambitions until they are spirited away from
this earth empty-handed. Life in such an existence is tasteless, meaningless.
A businessman, who, by sincere, honest, wholesome, constructive actions and labors,
enable himself to look after his own and his family's needs, and provide useful service
to others. Arun Rawat,
Kanha Biogenetic Laboratories

Such a businessman is far superior to one who thinks and acts only for himself, with no regards to those he serves
or those dependent on him for support. The later is acting against his own best selfish interests, for according to the
law of cause and effect, he himself will in time attract sufferings.
The wealth of many misers is left to relatives, who often squander it on wrong self indulgences. Such selfishness, in
the end, helps neither the giver nor the receiver.
“The things one own is not really ours, they are given for our use temporarily. When death comes, they all will be
taken from us. Banish the consciousness of possession”
Consciousness of possession is root cause of miseries in society. A man, who owns a goat, holds it with a rope with
sense of possessiveness, starts living with miseries, with a fear of loosing it. He spends sleepless nights to protect
the goat from families of cat. But, the moment he frees the goat, both are free from miseries. Possessiveness must be
banished in order to lead a happy life. This is possible only by way of giving and sharing.
Every action has its equal and opposite reaction. This Newton's Law of Motion is not limited to the boundaries of
physics only, but is applicable in every horizons of life. How can we expect a tree of mango when we have sowed
Guava? Therefore, all our acts are reciprocated in the same manner in which they are performed.
We are dissipating energy even with tiniest movement of any part of the body. To spend this energy, some source
of input is required, which comes in two ways - one from the food and another from the cosmos. Many sages have
lived for years in absence of food by drawing energy from the cosmos. When energy cannot be created nor be
destroyed? We get it back in the same form and quantum the way we had dissipated it. As we generate electricity
at power house, put it into the national grid and then withdraw the same quantum of electricity barring a few
transmission losses at the destination.
Humans have highest tendencies of supporting their acts with logics. Now those who possess, say, getting the
same possession by dispossession is foolish act. When we get the same which we already possess, then why to
relent? When one can reach the destination by smallest route then what is the need to travel through long way.
Like in physics, every force has its two components horizontal and vertical which is illustrated below. The Push is
difficult than pull because the vertical component adds to the weight of the body. All our acts are divided into
karmic and cosmic plane, like horizontal and vertical components of force. The result of karmic plane is
reciprocated in this life and cosmic acts are like fixed deposits for next reincarnation.
Similarly to the law of physics, it's difficult for to push society. It needs to be pulled by those who possess by their
clout of influence of money, power and knowledge. One cannot live happily in isolation. Imagine one finger of
hand undergone a unproportional growth or one leg is taller than other. Every part of body is important and needs
proportional growth. The same holds good for the society in which we live. A proportional growth of all the
villages and states will lead to balanced society. If development is focused to few areas, it will lead to many
problems. Our country is victim of the same. The metropolitan cities are overburdened and overpopulated
because of the same reason.

VERTICAL
COMPONENT
FORCE

HORIZONTAL HORIZONTAL
COMPONENT COMPONENT
PULL PUSH

VERTICAL
COMPONENT

The disparity in the society is increasing. Middle class which gives cushioning to this economic disparity is
squeezing. Eighty percent of wealth is possessed by twenty percent people. Had this mass of 20% been in habit of
dispossessions, this disparity would have been wiped off.
Lets focus on the outcome of this disparity. Can anyone have a sound sleep when the neighbor is crying from
miseries? Can one have a food patiently in front of a person who didn't have food for many days? Can anyone
enjoy the knowledge amongst the illiterates? Can one cherish money in the company of poor? Most of the people
are engaged in protecting their possessions. The industries engaged in manufacturing security gadgets have
billion dollar market, increasing in leaps and bounds. The simple reason is un proportional distribution. In times
to come, those who can afford Mercedez Benz will prefer to use scooter. A millionaire will live like beggar so that
others do not smell his possessions. Can anyone cherish this materialism?
It is not wrong to have possessions, but it is wrong to be possessed by the possessions. The sun shines equally on a
piece of charcoal and diamond placed side by side in the sunlight, but the diamond reflects the light while the
charcoal does not. Those who are in a habit of dispossessions are like diamonds. Human birth is a great privilege,.
Having attained this human birth, if a person just leads the life of animal, its pity. Head moves behind the stomach.
Head starts moving ahead of stomach when we are at fag end of the life.
Money becomes a curse to the miserly, but to those who have a heart, it is a blessing
 FACTORS AFFECTING EMPLOYABILITY

Employability refers to a person's capability of gaining initial employment, maintaining

employment, and obtaining new employment if required (Hillage and Pollard, 1998). In simple
terms, employability is about being capable of getting and keeping fulfilling work. More
comprehensively, employability is the capability to move self-sufficiently within the labour
market to realise potential through sustainable employment. For individuals, employability
depends on the knowledge, skills and attitudes (KSA's) they possess, the way they use those
assets and present them to employers, and the context (e.g. personal circumstances and labour
market environment) within which they seek work.
Employability is a two-sided equation and many individuals need various forms of support to
overcome the physical and mental barriers to learning and personal development (i.e. updating
their assets). Employability is not just about vocational and academic skills. Individuals need
relevant and usable labour market information to help them make informed decisions about the
labour market options available to them. They may also need support to realise when such
information would be useful, and to interpret that information and turn it into intelligence.
Finally, people also need the opportunities to do things differently, to access relevant training
and, most crucially, employment. Both the supply and demand of labour need to be taken into
account when defining employability, which is often dependent on factors outside of an
individual's control.
For individuals, employability depends on:
• their assets in terms of the knowledge, skills and attitudes they possess
• the way they use and deploy those assets
• the way they present them to employers
• Crucially, the context (e.g. personal circumstances and labour market environment)
within which they seek work.
The balance of importance between and within each element will vary for groups of individuals,
depending on their relationship to the labour market.

We can separate out three main elements in respect of individuals' employability

• Assets
An individual's 'employability assets' comprise their knowledge (i.e. what they know),
skills (what they do with what they know) and attitudes (how they do it). There are a
number of detailed categorizations in the literature which, for instance, distinguish
between:
• 'Complex assets' involving skills which help add to organisational performance (such as
team working, self management, commercial awareness etc.)
• 'Basic assets' such as basic skills and necessary personal attributes (such as reliability and
integrity).
Ravneet Jatana, MBA, Ph.D Scholar
Head Skills Development Projects, ITFT Education Group, Chandigarh
 • 'Core assets' such as work-related specific skills (at all levels), general or key skills (such
as communication and problem solving) and key personal attributes (such as motivation
and initiative), and Further key points from the literature include the importance of the
transferability of these skills from one job-related context to another for employability
and the increased consideration employers are paying to the soft skills in selecting
employees. People also need the potential to develop their assets, to market them and sell
them.
• Deployment
These are a linked set of abilities which include :
Career management skills and life skills commonly identified as self-awareness (i.e. diagnosing
occupational interests and abilities), opportunity awareness (knowing what work opportunities
exist and their entry requirements i.e. labour market knowledge), decision-making skills (to
develop a strategy of getting from where you are to where you want to be) and transition skills.
• Job search skills i.e. finding suitable jobs. Access to formal and informal networks is an
important component of job search and employability.
• Strategic approach being adaptable to labour market developments and realistic about
labour market opportunities, be employable and be ready to relocate.
There is an important link between assets and deployment. The degree to which an individual is
aware of what they have in terms of knowledge, skills and attitudes and its significance to the
employment opportunities available may have an effect on their readiness to undertake training
and other activities designed to improve their skills etc.
Presentation
Another key aspect of employability is being able to get a particular job, once identified
sometimes included under career management skills, but is given importance as a separate part
due to its key importance to get employment. It centres on the capability to show 'employability'
assets and present them to the market in an accessible way. This includes:
• the presentation of CVs etc., (including Records of Achievement)
• the qualifications individuals possess (both academic and vocational)
• references and testimonies
• interview techniques,
• Work experience/track record.
Crucially, the ability to realise or actualise 'employability' assets depends on the individual's
personal and external circumstances and the inter-relationship between the two. This includes:
• Personal Circumstances e.g. responsibilities, disabilities and household status can all
affect their ability to seek different opportunities and will vary during an individual's life
cycle; while
• External Factors such as macro-economic demand and the pattern and level of job
openings in their labour market, be it local or national; labour market regulation and
benefit rules; and employer recruitment and selection behaviour.

Ravneet Jatana, MBA, Ph.D Scholar

Head Skills Development Projects, ITFT Education Group, Chandigarh
ROLE OF PERSONAL ATTRIBUTES IN AFFECTING EMPLOYABILITY

Literacy
Numeracy
Language Skills Basic Skills
Communication
Problem Solving
Team Working
Ability to use IT Key Skills
Application of a number
Ability to Improve Generic
Ethics & Values Skills
Society Understanding
Business
Reasoning
Ability to Schedule Personal
Diagnosis
General Skills
Attributes
Personal Management
Sequencing operations Technical Skills
Vocational
Employment Experience
Skills
Occupational Skills
Confidence
Motivation / inclirnation to work
Flexibility & adaptability Personal
Generic Skills Qualities
Leadership
Judgement

ROLE OF LABOUR MARKET IN AFFECTING EMPLOYABILITY

Self awareness
Career Management opportunity awareness
& Searching Skills Decision Making skills
Transition Skills
Presentation of CV
Managing the Qualifications Possessed
Labour Market Presentation References testimonies
Work Experience track record
interview technique
Adaptability to labour market
Strategic realistic about opportunities
Approach occupational mobility
Geographical mobility

Ravneet Jatana, MBA, Ph.D Scholar

Head Skills Development Projects, ITFT Education Group, Chandigarh
 ROLE OF STRUCTURAL ASPECTS IN AFFECTING EMPLOYABILITY

(Perceived) Wage Levels

Labour Market factors
Labout Market regulation
Benefit & tax credit levels
job matching processes
Structural wider infrastructure
Aspects
Recruitment & selection procedures
identification & articulation of needs
Employer
specific nature of skills required
behaviour
direct & indirect discrimination
Training & development strategies

ROLE OF PERSONAL CIRCUMSTANCES IN AFFECTING EMPLOYABILITY

Transport & Accessibility

Child Care
Homelessness
Physical
Physical & Mental health restrictions
Management of fiances & debt
Understanding of benefit system
Personal
Circumstances
Family Circumstances
Peer group & Wider community Social
barriers
Employer's attitudes

Ravneet Jatana, MBA, Ph.D Scholar

Head Skills Development Projects, ITFT Education Group, Chandigarh
 Individual Wider Context

The Knowledge & Skills The way personal

Supply and individual possesses attributes are presented
& their attitudes in the labour market

The environmental The economic context

Demand & Social context within within which
which work is sought work is sought

For the individual, employability depends on :

• The knowledge and skills they possess, and their attitudes.
• The way personal attributes are presented in the labour market.
• The environmental and social context within which work is sought.
• The economic context within which work is sought.

Employability Factors

INDIVIDUAL FACTORS PERSONAL CIRCUMSTANCES EXTERNAL FACTORS

Employability skills and Household circumstances Demand factors

attributes
Essential attributes
Basic social skills; honesty and
integrity; basic personal
presentation; reliability;
willingness to work; understanding
of actions and consequences;
positive attitude to work;
responsibility; self-discipline
Direct caring responsibilities
Caring for children, elderly
relatives, etc.
Other family and caring
responsibilities
Financial commitments to children
or other family members outside
the individual's household;
emotional and/or time
commitments to family members or
others
Other household circumstances
The ability to access safe, secure,
affordable and appropriate housing
Labour market factors Level of local
and regional or other demand;
nature and changes of local and
regional demand (required skill
levels; occupational structure of
vacancies; sectors where demand is
concentrated); location, centrality /
remoteness of local labour markets
in relation to centres of industry /
employment; level of competition
for jobs; actions of employers'
competitors; changing customer
preferences, etc.

Ravneet Jatana, MBA, Ph.D Scholar

Head Skills Development Projects, ITFT Education Group, Chandigarh
Personal competencies Proactivity;
diligence; self-motivation;
judgement; initiative; assertiveness;
confidence; act autonomously
Basic transferable skills Prose and
document literacy; writing;
numeracy; verbal presentation
Key transferable skills Reasoning;
problem solving; adaptability;
work-process management; team
working; personal task and time
management; functional mobility;
basic ICT skills; basic interpersonal
and communication skills;
emotional and aesthetic customer
service skills
High level transferable skills
Team working; business thinking;
commercial awareness; continuous
learning; vision; job-specific skills;
enterprise skills
Qualifications
Formal academic and vocational
qualifications; job-specific
qualifications
Work knowledge base Work
experience; general work skills and
personal aptitudes; commonly
valued transferable skills (such as
driving); occupational specific skills
Labour market attachment
Current unemployment /
employment duration; number and
length of spells of unemployment /
inactivity; 'balance' of work history
Demographic characteristics
Age, gender, etc.
Work culture
The existence of a culture in which
work is encouraged and supported
within the family, among peers or
other personal relationships and
the wider community
Head Skills Development Projects, ITFT Education Group, Chandigarh
Macroeconomic factors
Macroeconomic stability; medium-
to long-term business confidence;
level and nature of labour demand
within the national economy
Vacancy characteristics
Remuneration; conditions of work;
working hours and prevalence of
shift work; opportunities for
progression; extent of part-time,
temporary and casual work;
availability of 'entry-level' positions
Recruitment factors Employers'
formal recruitment and selection
procedures; employers' general
selection preferences (for example,
for recent experience); employers'
search channels (methods of
searching for staff when
recruiting); discrimination (for
example, on the basis of age,
gender, race, area of residence,
disability, unemployment
duration); form and extent of
employers' use of informal
networks; demanding only
appropriate qualifications or
credentials
Enabling support factors
Employment policy factors
Accessibility of public services and
job-matching technology (such as
job search / counselling);
penetration of public services (for
example, use and credibility among
employers / job seekers); incentives
within tax benefits system; existence
of 'welfare to work' / activation and
pressure to accept jobs; accessibility
and limitations on training; extent of
local / regional development
policies; measures to ease the
school-work transition and address
employability issues at school and
university
Other enabling policy factors
Accessibility and affordability of
public transport, child care and
other support services
Ravneet Jatana, MBA, Ph.D Scholar
Health and well-being Health Access to resources Access to
Current physical health; current transport Access to own or readily
mental health; medical history; available private transport; ability to
psychological wellbeing walk appropriate distances
Access to financial
Disability capital Level of household income;
Nature and extent of: physical extent and duration of any financial
disability; mental disability; hardship; access to formal and
learning disability informal sources of financial
support; management of income
and debt
Access to social capital Access to
personal and family support
networks; access to formal and
informal community support
networks; number, range and status
of informal social network contact

Job seeking
Effective use of formal search
services / information resources
(including ICT); awareness and
effective use of informal social
networks; ability to complete CVs /
application forms; interview skills
/ presentation; access to references;
awareness of strengths and
weaknesses; awareness of location
and type of opportunities in the
labour market; realistic approach to
job targeting

Adaptability and mobility

Geographical mobility; wage
flexibility and reservation wage;
occupational flexibility (working
hours, occupations, sectors)

Source : McQuaid and Lindsay (2005: 209-10)

It can be seen that the top left cell (employability skills and attributes) is where much of the
education-for-employability debate has been located. Essentially, this debate has sought to
identify such a list that should then be taught by educational institutions (e.g., Harvey and Green
1994; Coopers and Lybrand 1998; Lees 2002; Hartshorn and Sear 2005). Some authors, such as
Hartshorn and Sear, have identified employability skills with enterprising skills, as defined by
Gibb (1993).

Ravneet Jatana, MBA, Ph.D Scholar

Head Skills Development Projects, ITFT Education Group, Chandigarh