Role of Consultancy in Bridging Gap Between the

Expectation of
Management Students & Industry.
Comprehensi!e "ro#ect
on
G$%
Flow of Presentation.

Introduction.

Consultancy Industry Overview.

Introduction to study.

Literature Review.

Problem Statement.

Objective.

Research Methodoloy.

!ata analysis and inter"retation.

Findins.

Conclusion.

#ibliora"hy.
Consultancy$

professional practice that gi!es professional or expert ad!ice within a particular field& such as management'
accountancy' human resources' mar(eting 'finance' or any of many other speciali)ed area.
%ay of %or&$

consultancy is engaged to fulfil a *rief in terms of helping to find solutions to specific issues *ut the ways in which
that is to *e done generally falls to the consultant to decide' within constraints such as *udget and resources agreed
with the client.
'y"es of Consultancy$

Information+technology ,I$- consultancy.

Human-resources (HR) consultancy.

Immigration consultant.

Mar(eting consultants.

"erformance consultants.
Introduction.
Consultancy Industry Overview.

Glo*al consulting industry re!enues ,including .R' I$'

strategy' operations management and *usiness ad!isory
ser!ices- will *e a*out /012 *illion in 3415' according to
"lun(ett Research estimates.

$his represents reasona*le growth from /561 *illion in 3413.

7uring 3414+13' for example' India8s leading consultancies

en#oyed su*stantial growth in employee count and re!enues' as
did most of the glo*al consulting firms *ased in the %.S. and
European countries.

ma#or de!elopment in I$ consulting has *een the extremely

rapid growth of large companies that are *ased in India *ut
compete glo*ally' such as 9ipro' Infosys and $ata Consultancy
Ser!ices ,$CS-.

:ffshoring to India 7ri!es Changes in Glo*al Consulting.

Statistic Quantity Unit Year
Glo*al Consulting Industry
Re!enues
012 Bil. %S/ 3415
India;s :utsourcing & Consulting
Industry Re!enues
<2.= Bil. %S/ 3415
India;s :utsourcing & Consulting
Industry >orecast
332 Bil. %S/ 3434
Management Consulting
Companies Re!enues
132.6 Bil. %S/ 3411
>inancial Management Consulting <.6 Bil. %S/ 3411
Mar(eting Management Consulting 13.< Bil. %S/ 3411
.uman Resources Management
Consulting
11.2 Bil. %S/ 3411
I$ $echnical 7esign' 7e!elopment
and Consulting
=.1 Bil. %S/ 3411
Present Situation.

India8s estimated 5'544 *usiness schools contri*utes 14'444 of management graduates each year.

But only a small fraction of them are ?employa*le'@ or possess *asic s(ills necessary to wor( in sectors ranging from
mar(eting to finance' according to an unpu*lished study.

ccording to study only 14A Indian MB Graduates are ?employa*le@.

()"ectation of Industry.

$hree Bey CriteriaC

Bnowledge

ttitude

S(ill

ptitude towards Dearning & 7e!elopment ,Eewer $echnologiesFMethods-

rticulation G Communication S(ills ,Her*al F 9ritten F "resentation-

Self Moti!ation

Self Confidence

$eam "lay
Introduction to study.
()"ectations of Students.

Great Salary.

Good "osition.

Mo*ility.

"erception 7isorder.

7egree alone is sufficient for getting #o*.

.igh salary + 9hite Collar #o*.

Reasons behind the *a" between +cademia and Industry.

Students and Industrialists ha!e a different mindset' therefore *oth are li!ing in two different worlds.

%nrealistic Expectations *y Students.

Mind set of Students + >reIuently changing #o*' for getting achie!ement as soon as possi*le.

Industry thin(s in terms of short range goals whereas the Students has a long range perspecti!e.

Industry is mainly concerned with costs. cademia could care less a*out costs' it is mainly interested in the *enefits
and prestige.

Author: Caroline Scheepmaker & Nannette Ripmeester

Article: Employability: atchin! employer nee"s #ith stu"ents capabilities. $%& 'ecember
uthor concluded that for bein a suitable candidate it is not always about subject,matter s&ills- or even eneric s&ills. Students
need to develo" the fle)ibility and attitude to always be loo&in for the ne)t develo"ment- for innovation- for ada"tability- both in
their field of e)"ertise and in their "ersonal and career develo"ment. It is not that there are no .suitable/ jobs out there0 it1s just
that job mar&et orientation is com"licated. So the Consultancy firms orani2e seminars and wor&sho"s to brin students and
"rofessionals toether to clarify student o"tions and simultaneously offer oranisations an o""ortunity to learn about what
attracts students.

(aushal an"alia& )oun"er an" "irector at insi!ht HR an" trainin! consultants

(April *& %+$%)
Industry e)"ects "ro"er attitude- commitment- dedication- self,disci"line- stron analytic- listenin and communication s&ill-
a"titude and willinness to learn- &nowlede of the orani2ation and "rocesses within the orani2ation from the selected
candidates.

Robert #. ,ol")arb& a mana!ement consultant an" author ($$-$$-$%) Ne# .ork /imes
ccording to author the "erce"tion of C(Os reardin the freshmen is that they are lac&in the s&ills and disci"line re3uired in
today1s wor&"lace.
ccording to author Ro*ert w. Goldfar* best manaers and best em"loyees enter the wor&"lace with broad educations and not
with the technical derees.
Literature Review
Problem Statement.

fresh graduate or #o* see(er has some expectations from the organi)ation in which they want to ma(e their career.
nd organi)ations also ha!e some expectations from the new candidate for designation. Consultancy deals with
*oth of them' new #o* see(ers ,management students- and industries. $his report helps in understand the how or
what role consultancy play in *ridging gap *etween the expectations of *oth management students and industry.
Objective.

$o find the factors those are responsi*le for discrepancy *etween company expectation and management
students.

$o identify the underlying factors for gap *etween academic output and industrial reIuirement.

$o discuss a*out the current need of industry in terms of competent.

$o explore the possi*ility of ha!ing customi)ed curriculum as per the need of industry.

$o filter promising candidate ha!ing *road (nowledge as well as technical degree from the pool of academic
students.

$o ena*le students to reali)e and articulate the s(ills' *y connecting them with companies' informing them of
employer expectations.

Research Methodoloy.

Research !esin$
Research design used is descriptive.
Descriptive research is a fact-finding investigation with adequate interpretation. It is a simplest type of research and
is more specific. Mainly designed to gather descriptive information and provides information for formulating more
sophisticates studies.

!ata Collection Methods$

$here are two types of data collection method. $hey are C

0rimary "ata:
>or collecting primary data we ha!e used Iuestionnaire and inter!iew.

Secondary data :
Secondary data is collected from different from different websites, research papers, articles.

Po"ulation$
7ata is collected through 15 consultancy firms in ahmeda*ad' population for the research is the employees of those
consultancy.

Sam"lin Method$
Stratified sampling method is used for the research wor(.

Samplesize
he total sample si!e is "#". otal employees of $% consultancies.

Sam"lin Frame$
Sampling >rame consist of employees of consultancy firms and management students of hmeda*ad city.

!ata Collection Instrument$

>or data collection' Juestioner is *eing used consist of !arious Iuestions regarding the research topic.

4ame of consultancy a""roached$

"rime placement & manpower ser!ices' Garima placement ser!ice' Big idea consultancy' highheads management
consultancy' united .R solution p!t ltd.' nything .R solution' .imalaya management consultancy' rrow
recruitment consultant p!t ltd.' Genius placement ser!ice' "harmahood consultants' .R insights' ES consultancy '
.a!oc #o* consultancy.


ge Eo. of experience Gender
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%%'
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,ess than $yr $-" yrs
"-)yrs More than )yrs
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-emale Male
Data Analysis & Interpretation
1.9hat are the functional area of your consultancyK
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.an/ing 0R -inance Mar/eting I 1cadamics 2thers
>rom the a*o!e chart we can see that there are different functional areas of a consultancy as shown a*o!e
31.3<Ain *an(ing ' <2.=LA in .R ' L4.26Ain finance ' 01.=<A in mar(eting ' LL.64A in I$ ' 14.=5A in
academic and 1=.35A in others.
3.7o you recruit management students in your consultancy as
trainee & #unior le!el post K
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trainee & #unior le!el post whereas 15.=6A do not.
5. 7o you recruit management students for your client at corporate
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le!el whereas 12.=<A do not recruit.
0. $he students are employed on what *asisK
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>rom the a*o!e graph we can analyse that 6.63Astuedents are employed on contractual *asis ' 31.45Astudents
are employed on permanent *asis and 06.31A on *oth contractual and permanent *asis.
2. If on contract *asis' the contract *etween C
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>rom the a*o!e graph we can analyse that 6.51A contract is *etween consultancy and candidate whereas 20.<LA of
contract is *etween industry and the candidates.
L. >resher;s are selected on the *asis of
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>rom the a*o!e graph we can analyse that 12.4=A of fresher8s are selected on the *asis on academic performance '
05.12A on BS:8s and 31.=5A on *oth.
<.7o you tie up with academic institutions for colla*orati!e
s(ill programs K
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>rom the a*o!e graph we can analyse that 3<.5=Aconsultany tie up with academic institutions for colla*orati!e
s(ill programs whereas 21.<=A do not tie up.
=.7o you conduct seminar and wor(shop for fresh candidates &
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>rom the a*o!e graph we can analyse that 36.<4A of consultancy conduct seminar and wor(shop for fresh &
purusing candidates whereas 24.04A consultancy do not conduct seminars.
6.7o you agree that academic should focus on practical
studies rather than theoryK
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>rom the a*o!e graph we can analyse that L4.53A of consultancy agree that academic should focus on practical
studies' <.20A say that they should focus on theory and 13.54A say that they should focus on *oth practical and
theory.
$#. Do you agree that fresher6s e7pectations are unrealistic about the first
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>rom the a*o!e graph we can analyse that L0.L=A of consultancy thin( fresher8s ecpectations are unrealistic a*out
the first #o* whereas 12.0=A do not agree with it.
11. 7o you agree that demand of #o*s in mar(et is less as
compared to supply of management studentsK
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>rom the a*o!e graph we can analyse that 22.1LA of consultancy agree that demand of #o*s in mar(et is less as
compared to supply of management students whereas 32.44A disagree.

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15. 9or(ing through this ta*le' consider what are your (ey areas of expertise and rate the same priority wise' that you
ser!e to your client ,Candidates and Industry *oth- as a human resource professional and Consultants.
1L. 9or(ing through this ta*le' consider how do you Mar(et your expertise & Contact to your potential clients' Rate
the same priority wise.
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Findings
Major number of the consultancies which we have targeted are working in the IT and the HR area. Ver
low of the firm are working in academics and other areas.
Most of the consultancies recruit fresher!s in their consultancies at the junior level. "ut as trainee the
are not #riorit.
$lmost most of the consultancies are #lacing the new candidates or freshers at the cor#orate level i.e
"ottom level% Middle level% and to# level.
&enerall most of the consultancies #lace and recruit in their own consultancies to the students on both
#ermanent and contractual basis. If the consultanc #lace a student in industr over contractual basis
the contract is between industr and candidate.
$ccording to the consultancies the freshers are #laced based on both academic #erformance and
'($)!s.
There are ver few consultancies who collaborate with the institutions for the different t#es of the
#rograms.
(ometimes the consultancies arrange free seminars and worksho#s for the fresh candidates and #ursuing
students.
The consultanc em#hasises on the #ractical studies over theoretical studies in the institutions
There are some consultancies who are agree that there are less demand of job then com#are to the
su##l of management students.
The em#loees of the consultancies% to satisf there clients sometimes creates health relations with
them.
The consultancies give more #riorit to their basic work recruitment * selection and managing
remuneration com#ared to all other their e+#ertise activities.
,riorit is given b the consultancies to the mail out% contacting to their current colleagues and cold calling
for contacting with #eo#le and marketing them self. (ome of the consultancies makes #ublic #resentation
as in seminars% conference #a#ers etc
;ont<
Conclusion
(tud of the resource management at graduate * #ost graduate level in India is based on various kind of
sectors as in an organi-ation in the business% industr or service which is a vast * diversified stud for
students to understand the #ractical a##roach beond the level of academic education.
.ualit in accordance with the /uantit engaged b em#loer re/uires a 0onstance #rocess with
u#graded version of information * sources which #rovides the better results that is needed to be
a##licable * understible b the students of HRM
Through #ractical worksho# * seminars b #rofessionals% e+#erts * 0onsultancies itself.
Industr e+#ects #ro#er attitude% commitment% dedication% self1disci#line% strong analtic% listening and
communication skill% a#titude and willingness to learn% knowledge of the organi-ation and #rocesses within
the organi-ation from the selected candidates.
$t cor#orate level with high efficienc and technical skilled HR engaged whereas% on the bases of
#otentialit * knowledge without e+#erience% rarel been noticed b the consultancies.
$ collaborative ste#s should be taken b both educational institutions and HR consultancies for #re#aring
futuristic ste#s based on re/uirement of current and future demanded situations which shar#en the skills
of students into #rofessionals.

rticleC

Identifying the s(ills for consultants wor(ing in pro#ect+*ased organi)ations , glimpse into the Mexican
consulting industry-' 344<. ByC Isaac Demus guilar & Ernesto Mosso Halle#o

B.Ra#ase(aran' S. Ra#asingh ,pril 3446-. "erceptual chasm *etween industry and academic leaders on the
Iuality of higher education' Mournal of academic leadership' %S' Hol <.

Bristina 9in*ladh ,3440-. ReIuirement engineeringC Closing the gap *etween academic supply & industry
demand' CrossroadC $he CM student maga)ine' 3440' 14.0.

*u .amatteh' N.S... and l G Mufout' S. . ,3445-. Educational outcomes Hs the world new industrial &
economical demandsC Mordanian electrical & mining sectors as a case study' "a(istan #ournal of information &
technology' 3 ,1-C <=+=3' 3445.

Green' 7iana' Ed' 9hat is Iuality in higher educationK Society for research into higher education Dtd.
Dondon.
#ibliora"hy

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.oo/=

.asic Research Methods @ .y Aerard Authrien.

Thank You.