Industry Academia Disconnect: The Road Ahead

White Paper June 2013

Acknowledgement
At the outset we would like to thank all the senior industry leaders, mostly from the HR function of various companies, who took out time from their schedule and participated in the Sharda University Industry Boardroom Conversations. The insights and details shared during these sessions form the basis of this white paper. We once again thank you for your efforts and look forward to an ongoing engagement with you. Industry Participation and Opinion : Amit Mathur, Head HR, Vmware Murthy RK, Head Talent Acquisition, MindTree Sailesh Menezes, Country Manager-HR, HP India Rohit Agrawal, Head - Talent Acquisition, Informatica Padmini Giri, Vice President - Talent Acquisition, ITC Infotech Gerald A Menezes, Director Human Resources, R&D, Alcatel-Lucent India Limited Prashant Deshpande, Senior VP-India Software Labs, IBM Mahesh Jain, Senior VP Talent Acquisition, HCL Technologies Rajeev Bhadauria, Director HR, Jindal Steel and Power Limited Sushil Baveja, Head-HR, DCM Shriram Ltd Blesson George, Head-HR, Jubilant Life Sciences Arti Sharma, VP-HR & Admin, Schneider Luminous Sanjeev Kumar, VP-HR, Moser Baer Power & Infrastructures Ltd Amaresh Singh, Country HR Director, Alstom Manish Chum, Head-Talent Management & Performance Management, Whirlpool Sunil Bakshi, Head-Data Analytics, IMRB Rahul Varma, Executive Director, IPSOS Prashant Bhatnagar, Director-HR, Sapient Sundar Ram Gopalakrishnan, VP-Technology Sales Consulting for APAC, Oracle Sudeshna Datta, EVP & Co-Founder, AbsolutData Monika Diwan, Head-HR, GFK Sameer Walia, Managing Director, The Smart Cube Neelam Gill Malhotra, Vice President-HR, CSC Anadi Sinha, President Group HR, Minda Group Vittal S, General Manager HR, Sonalika Group

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

Sunil Ranjhan, Vice President GA [HR, IR & Admin.], Honda Cars India Ltd. Kiran Deshmukh, Deputy Managing Director, Sona Koyo Steering Systems Ltd Vijay Deshpande, Vice President -HR, JK Tyres Vaishali Ahuja, General Manager-Human Resources and Administration, BMW Chetna Malviya, VP-HR, Edelweiss Financial Services Pallab Mukherji, VP-HR, India Infoline Saurov Ghosh, Executive VP & Head - HR & Training Birla Sun Life Insurance. Vibhash Naik, VP-HR, HDFC Life Priya Khare, Director-HR, Fullerton India Vinay Deshpande, Chief People Officer, Mahindra Financial Services Richard Rekhy, CEO, KPMG Ruchita Sharma, Head-HR, WSP Group Sunil Goel, MD, Global Hunt Geetanjali Shivdasani, Director HR, Mercer Vikas Verma, Director, Aon Hewitt Parijat Thakur, Head-HR, JLL Satya Sinha, CEO, Mancer Consulting Deepak Bharara, Director - Corporate HR, Lanco Infratech Limited Manoj Shrivastava, COO, Homestead General HS Bagga, ATS Greens Brigadier Rajesh Malhotra, Amrapali Group Aviraj Nandan, The 3C Company Raj Sharma, Era Infrastructure Luxmy Rajput, Premia Projects

*Names of the participants are in no particular order

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

Table of Contents
Executive Summary ........................................................................................................................... 5 1.0 Overview: The Skills Conundrum .................................................................................................. 6 2.0 Perspectives: Industry Academia Interactions ........................................................................... 8 3.0 Industry Academia Interaction: Ideal State Model ................................................................... 14 4.0 Industry Academia Divide: Measures to Bridge the Gap .......................................................... 15 5.0 Notes ......................................................................................................................................... 19 6.0 Sources of Information .............................................................................................................. 19

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

Executive Summary
Lack of availability of right talent is a burning issue that runs across all the industry sectors in India. Even as millions of people join the workforce each year, the gaps in skills requirements and skills availability continue to rise. As part of Sharda University Industry Boardroom Conversations, senior HR leaders from a wide spectrum of sectors such as IT, manufacturing, automobile, BFSI, real estate, infrastructure, and consultancy, voiced the same concern unequivocally. According to these experts, these gaps are much more pronounced at the entry level where they find that most of the fresh graduates are not job-ready, cannot be deployed directly onto projects, and require significant investments at their end for training and up-skilling. One of the key reasons for these issues is an almost complete lack of a structured and sustained interaction between industry and academia. This disconnect between industry and academia is not limited only to a few sectors or to a few institutions, but cuts across all sectors and exists even at very fundamental level where in many cases industry and academia are not even aware of each others basic requirements. The industry is of the opinion that the students mostly have theoretical understanding of subjects, the curriculum being taught is outdated, the students are not aware of technologies, software, and hardware that are used in industry, they have no or limited exposure to corporate world, and are also found wanting in terms of aptitude and attitude. The academia agrees that while bulk of these observations are relevant, the real problem lies elsewhere. The academic institutions are struggling with a serious dearth of quality faculty members who are well exposed to the corporate world. Due to limited resources, these institutions are not able to invest in creating the type of infrastructure that a company can provide. Also, even if the curriculum is updated and is made in sync with latest industry trends, the faculty members are not adequately equipped to teach it as these can only be taught by practitioners. It was also observed during the Sharda University Industry Boardroom Conversations that many of these issues, through well known, have not been addressed in a systematic manner that could lead to a long term solution. The ownership of bridging this gap lies with both industry and academia and they need to meet at a middle ground. A structured methodology has to be followed where each company ties-up with 5 to 10 institutions and each institution ties-up with 5 to 10 companies to carry out joint initiatives. These initiatives should cover student training, faculty up-skilling, longer internships, live industry projects, joint research and consultancy work, new co-owned programs catering to requirements of specific industries, and revamp of course curriculum. This will not only help institutions in providing a significant value add to their students, but will also be a tremendous boost for the industry as it will get job-ready and readily deployable fresh hires with the right skill sets. This will go a long way in solving the imminent skills requirement vs. skills availability challenges across industry sectors.

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

1.0 Overview: The Skills Conundrum

According to the National Skill Development Corporation (NSDC), a public-private partnership tasked with funding and directing private skilling programmes, approximately 12.8 million people will join the job market every year in the coming decade. There is a huge gap in the skill requirement by industry and skill availability, due to inadequate linkages between industry and academia. India's demographic might - millions of people who will enter the job markets - is in danger of turning from a power into a dead weight that will pull the nation down and slow growth due to lack of sustainable and robust linkages between industry and academia. These issues are being felt across all the sectors in India. A summary of these issues across various sectors, discussed during Boardroom Conversations is shared below: Sector Key Issues Regarding Talent Availability IT sector is one of the most important sectors for the Indian economy with ~8% contribution to the countrys GDP and employing ~3 MM people directly in 2013. The sector is already under tremendous pressure due to the global macro-economic environment and the problem is compounded due to lack of availability of readily deployable talent, leading to cost escalations and dissatisfied clients. Recruiters view it as a big challenge to find skilled talent in IT domain in comparison to skyrocketing demand and this challenge looms large across all levels and companies. Demand for skilled professionals and managers in manufacturing sector will continue to grow but manufacturing faces stiff competition from services and IT industries in attracting and retaining the workforce. Shortage of skilled manpower and ageing older workforce haunt HR managers of manufacturing companies as they are finding it hard to manage and develop talent across levels. Another major challenge for manufacturing companies is to attract Gen Y for manufacturing jobs, which is much more comfortable in doing desk-based jobs in metro locations. The talent crisis is threatening business growth in the banking and financial services sector. As the global banking and financial services landscape continues to evolve, the challenges intensify further. Companies are rethinking their talent pipeline due to escalating costs, pressure on top-line growth, severe attrition in frontline functions, and intra-sector competition. The near future is expected to be extremely critical for this sector in terms of Human Resources management and lack of right talent can lead to a multitude of problems in the next few years.

Information Technology

Manufacturing

Banking and Financial Services

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

Automobile

Indias automobile industry is one of the key drivers of the countrys economy. The manpower availability in this industry is surely large in numbers, but not in skills. HR managers are having a tough time in finding the right talent not only in specialised function such as research & development, technical jobs, and auto design but across the spectrum. Other issues which are looming large over this industry are demandsupply fluctuations and employers are finding it hard to manage rapid skill upgrades at technological front for their employees. As per Construction Industry Development Council (CIDC), there are 32 Million blue-collared workers in the infrastructure sector, with majority being unskilled and the shortage of skilled manpower, acute. The situation is no different for white-collared workers in this sector. The sector strongly requires candidates with experience in land acquisition (which is mostly localized), construction management, project management etc. Based on the growth expected in the infrastructure and real estate sectors, it is expected that about 83 million persons would be employed in the construction sector by 2022. While the demand for professionals is witnessing a hike, the growth of the sector is getting severely impacted by the lack of corresponding growth in number of skilled manpower. According to a survey released by Tata Consultancy Services (TCS) and Association of Management Consulting Firms (AMCF), 79.2% students would like to take up consulting as a career. Though many join the industry due to the glamour quotient attached with the profile and companies, recruiters find it difficult to retain the talent for longer period as many employees leave due to a spectrum of issues ranging from worklife balance to better remuneration in non-consulting organizations. Thus, the sector witnesses a constant churn, which makes it difficult for partners and CEOs to create and sustain a strong pipeline of readily available talent.

Real Estate & Infrastructure

Consulting

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

2.0 Perspectives: Industry Academia Interactions

During the Sharda University Industry Boardroom Conversations, both industry and academia came together to a platform to discuss issues leading to the current skills conundrum and identify sustainable strategies to address the same. The synopses of these discussions, done across different industry verticals, are shared below, providing the perspective of both industry and academia.

Information Technology Industry

Industry Perspective: The skill-gap between what is required by the IT industry vis-a-vis what is available in campuses is immense. Recruiters view it as one of the biggest challenges in finding suitably skilled talent in comparison to the skyrocketing demand. There is a consensus on the need for academia to focus on providing a strong engineering background (base-lining of skills) in the first 3 years of the engineering course, following which, post selection of the candidates for companies, educational institutions need to work in close collaboration with the IT industry in developing the required skill for the upcoming job. Today, with the industry faced with extremely small life-cycles of not only products and services but of career challenges and trends as well, formulating campus hiring strategies to get the best talent out there has become even more challenging for HR managers. There is a huge requirement for engineering talent that IITs and NITs cant fulfil and private institutions have to come forward to bridge this gap. Academia Perspective: To address the skill-gap requirement, there is a need for all course materials to be dynamic and developed in close collaboration with industry, especially with regards to technology requirement in the future, say about 4 or 5 years hence. Also, the industry should focus on providing a common assessment platform for all students/institutes so that the technical and logical skills of students can be benchmarked across the spectrum and the alignment of students with specific types of companies (such as product-based vs. services-bases) can be ascertained.

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

Manufacturing Industry
Industry perspective: The biggest challenge faced by the HR fraternity in manufacturing companies is finding the candidates with hands-on experience or technical skills. There are almost no institutions, which impart specific profile-based skill trainings, fine-tuned as per the requirements of the organizations. Most institutions provide generic understanding of concepts during engineering, which are not useful at workplace. Students are not aware about the latest machinery and software, which are being used in companies, leading to deployment time of over 6 months in many cases. There is a struggle in getting people with relevant attitude, value set and the industry mindset. This has been an ongoing struggle and companies have tried to collaborate with various institutes, Bschools as well as engineering colleges, to find the key as to how best one can contribute to the design of curriculum that is relevant to industry expectations. The manufacturing sector also has not invested much in positioning and branding themselves and their jobs vis--vis IT and IT enabled services. The feedback of the students is that they dont seem to know what kind of life companies are offering. This results in lukewarm response of students during campus recruitments for many companies in this sector. Academia Perspective: What companies define as talent is a person who is absolutely skilled, available off the shelf to get started on day 1 of the job. This is not going to be possible unless some steps are taken. Job specific competencies and analytical & reasoning skills are being developed by the academia but the diversity in manufacturing sector is very huge and the technology involved is very diverse. Educational institutes cannot install all kinds of training units for their students and industry should be ready to act as the force multiplier and provide the required resources to groom students on real-life machines, processes, and software.

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

Banking & Financial Services Industry

Industry Perspective: In the years to come, banking and financial services sector is expected to change massively due to the extremely dynamic global macro-economic conditions, and in this regard HR professionals are coming together to draw up an efficient road map for recruiting as well as retaining the right talent. Identifying the right talent is a key concern for which companies constantly have to keep on innovating during the hiring process. However, retaining talent is also becoming a major issue as even after candidates are given the right company orientation, companies face a lot of attrition due to cultural difference, challenging work pressures and lack of employee motivation, Challenges also lie in volume recruitment. Companies often fail to estimate if they have enough number of candidates. Finding good talent, especially the front line sales people, in Tier III and IV locations is a big challenge. Besides the challenge of having enough fresher candidates for front line job openings, companies also face a lot of difficulties while performing reference checks for candidates. Relentless targets pressure is the main challenge in retaining the younger group of people in any kind of sales role. Also, the gap between their actual work experience and what they are expected to achieve on the job, adds to the complexity. Academia Perspective: It is important to do initial investments and handholding to remove the apprehensions about sales jobs. Companies should allow talent to come and perform without too much pressure and slowly they will learn. By incentivising those who perform well, the right talent can be groomed and retained. While companies are slowly working towards different ways of hiring good talent and ensuring that employees stay with the company beyond a year or two, this needs to be communicated well to potential recruits. Educational institutes are the best medium to carry out this message to the students. Also, expectations setting about the industry, nature of job, pressures of the industry, and changing dynamics of the industry should be shared well before the final selection of students. Educational institutes are willing to play an active role to facilitate this and also groom students for specific profiles from first year of their education itself.

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

Automobile Industry
Industry Perspective: Being one of the key drivers of the countrys economy and keeping in mind the manpower intensive nature of the Indian Automotive industry, the challenges associated with the industry are huge too. Industry experts have voiced that companies is looking for more profitability and more productive workforce, especially during the current scenario of slowdown. This means companies will not add to the workforce and will try to get the maximum possible productivity from their existing employees. Therefore the current focus is on capability building of existing employees. The long term view is also that the academia should generate industry-ready candidates for specialised function such as research & development, technical jobs, and auto design, which are going to gain much more prominence in India in the next few years. Experts from the industry have voiced that out of all engineers coming out today, only 20-25% are employable. There are so many engineering colleges churning out so many young engineers but their quality is of questionable standards. Availability of talent, attracting the talent and retention of talent are the three fundamental challenges faced by the industry. Academia Perspective: The reasons for this lack of employability is that colleges are short on faculty members and students are not getting the kind of mentoring and training that they need to get. There is a huge gap between what the industry requires and the skills of the students. Also, the faculty, which is the only link between the two is not technically equipped enough. There is no interface between the industry and the institutes, especially when it comes to automobile sector. Academicians are also of the opinion that bulk of the students will become employer-ready if their exposure to the ways in which industry works starts at a much early stage than it happens right now. This is possible through projects, internships, industry visits, mentorships by industry experts, etc. Only such deep-rooted and collaborative partnerships have the potential to exponentially increase the percentage of employer-ready students.

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

Real Estate and Infrastructure Industry

Industry Perspective: Industry experts feel that the major challenge being faced by the industry is a shortage of civil, mechanical, and electrical engineers who have the required job-ready skills that can make then quickly deployable on the construction site. Most candidates not only lack the technical skills but also the soft skills, which are required to deal with labour, customers, Government agencies, supervisors, etc. in this sector. Real estate is not able to attract the talent that they want because people have a perception that the industry is very owner-driven and not system-driven. So, job-seekers are apprehensive of joining the industry. Most candidates are not aware of the career growth and opportunities offered in this industry, and therefore are not willing to join the industry. According to experts, the following are the ten basic skill-sets required in a candidate to excel in real estate and infrastructure industry, which they should pick-up during their stay in education institutes to be much more productive on the job. 1. 2. 3. 4. 5. 6. 7. 8. 9. Ability to understand the tendering process and techno-commercial analysis Ability to maintain a strong network of contacts Basic costing of a project Co-ordination with various departments to make sure the tenders are accurate Basic understanding of construction techniques Ability to understand resource estimation Understanding of legal and contractual aspects of projects Estimating man-power or man-hour needed for the project, number of labourers required Ability to prepare technical proposals to suitably govern requirements integrated in bid documents 10. Understanding technical specifications of a bid and converting them into material requirements Academia Perspective: Real estate and infrastructure, like any other subject, can be taught and also understood by students, if adequate kind of training is provided. Most of the students, even from tier II and tier III institutes would be able to deliver what companies want, if theyre given internship for a year or so from the industry. Without this, almost all students will struggle to find their bearings in this sector.

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

Consulting Industry
Industry experts believe that there is a big misconception about consulting, which is impacting talent acquisition and retention. When candidates join, they are attracted by the glamour of the industry. But, after working in the industry for some time, the charm fades due to travel, deadline related pressure, and competition and they start missing the work-life balance. Students come with fixed theoretical concepts that they have learned in schools. They are not exposed to research methodologies and when a client needs one to bring something new to n the table, one essentially needs to do research. . This research perspective is absolutely missing in students. Experts have noted that the top three skills any successful consultant should have are: 1. Client relationship management 2. Project management 3. Sales and business development From the skills perspective, companies are looking for people with business development skills, analytical skills, out-of-the-box thinking, knowledge of technology, and research skills. The business is waking up to the fact that possibly they need to align themselves with an institution, train people, hire about 100 of them every year and put them across to various clients. Or, align with a nodal agency such as National Skill Development Corporation, hire young candidates from Tier-II and Tier-III cities, put them through training modules and send them across to various clients. These are ideas that are now being mooted by the industry. Academia Perspective: Since the industry is very hard-pressed for time, the approach they follow is getting talent off-the-shelf. This kind of short-term approach would not be possible in education because the skill requirements for different types of consulting assignments are so diverse that all kinds of skills cannot be imparted during a course. Some basic and generic skills can be imparted, and the leaders in consulting industry need to take the onus to facilitate the development of more specific skills suited for a particular segment. If leading companies come forward to nurture talent like this, they can then have the first choice to select the best from this talent pool and the ones left behind can be absorbed by other organisations, especially niche consulting companies, which need the talent but are not able to afford the training costs involved.

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

3.0 Industry Academia Interaction: Ideal State Model

Industry Academia interactions are required across students life cycle during higher education to enrich the learning experience and make them industry ready. The model shown below is an idealstate model where all across the life cycle of a student (from admissions to alumni), there is a well structured mechanism of interaction with industry.

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

4.0 Industry Academia Divide: Measures to Bridge the Gap

There were two major observations shared by panellists during the Boardroom Conversations. The key gaps between industry and academia are similar across different sectors and impact all sectors equally Although most of these gaps are well known, these have not been addressed in a systematic and sustained manner by either the industry or by academia

The onus of addressing these gaps lies with both industry and academia. Both need to adopt a structured mechanism under which each company ties up with 5 to 10 institutions (depending on its capacity and requirements) and each institution ties up with 5 to 10 companies (depending on the streams offered) to carry out join initiatives. It is of paramount importance that these initiatives have complete buy-in from both academia and industry with equal contribution so that these can be taken to a successful conclusion. Measures to be Taken New programs as per industrys requirements Industry should play an active role in curriculum design of existing programs Resource sharing between industry and academia Focus on longer summer training/internship period and projects Involving students and faculty in research/consulting Projects Training of faculty and students on technical and soft skills Primary Responsibility Academia Secondary Responsibility Industry

Industry

Academia

Industry

Academia

Academia

Industry

Industry

Academia

Industry

Academia

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

New programs as per industrys requirements

One of the most important measures to reduce the gap in talent availability is to forge long term industry-academic partnerships and create the talent today that will be required in 3-5 years time. Thus, launching completely new programs in collaboration with academia as per industrys current and future needs will ensure availability of right talent when it matters the most. Industry should communicate to academia about their most critical requirements and comeup with a joint program to address the same. For instance upcoming sectors such data analytics, cloud computing, and sports management have huge requirement of fresh talent. Joint programs are the best fit model here as such sectors require more hands-on experience than theoretical knowledge For instance companies in inverter and battery sector require engineers who are specialists in this field. However, no current institution seems to cater to this requirement as they do not have the critical mass, in terms of both students and faculty, to carry out such programs. Such companies can tie-up with education institutions to launch co-owned programs, which will help them in meeting their requirements As these programs can be launched across the entire spectrum of institutions, this will also greatly reduce the dependence of industry only on tier 1 institutes. This will provide them with a much larger pool of students and also increase the overall employability across the spectrum

Industry should play an active role in curriculum design of existing programs

Continuous Industry Academia interaction is necessary for developing an innovative curriculum that is contemporary and relevant to industry. These adjustments in the current curriculum will ensure that at least students are familiar with the latest tools/techniques and the industrys expectations from them. The focus should be on developing curriculum that enhances not just technical skills but also problem solving, interpersonal, and soft skills Engagement of industry is possible by including industry experts in Board of Studies, which approves course structure as external experts as well as through feedback from the industry experts during campus visits Usually it is seen that the private universities have a great deal of flexibility in updating their course curriculum to make it in sync with industry

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

Resource sharing between industry and academia

Resource sharing in a jointly developed program, which has industry relevant curriculum, will be beneficial to both, industry and the academia in the long run. Many universities are now running joint programs with leading companies in industry1. Industry can provide the latest resources (such as software , tools, etc.) as currently being used in the industry. This will not only ensure that the students are pre-trained on these tools before they join industry, but will also expose the industry to a large set of potential candidates, improving employee acquisition and retention Students will get to gain a lot as it will provide a superior learning experience by hands-on practice on tools/software , simulation and virtual labs Manufacturing sector companies stand to gain the most through this as education institutes cannot replicate full scale manufacturing infrastructure. Thus, most of the learning for students is only theoretical in nature. However, through resource sharing, students will get exposed to the end-to-end manufacturing process, greatly reducing their training time once they join companies Industry is willing to give out time. I can tell that for all the companies I have worked for. I think industry and academia are waiting for the other to take the initiative, and so far both are not taking it in a way it should be. Country Manager-HR, Leading IT MNC

Focus on longer summer training/internship period and projects

Longer internships will ensure right industry exposure and help students develop professional attitude and habits Most industry experts are happy with the idea of providing students with 6 months long internships with their organizations as they believe that currently prevailing norm of 8-12 weeks is too short a time for the students to understand industry nuances Longer internship period will ensure that students have right exposure to the industry and are diligently involved in the project undertaken. The students can then be asked to continue to work on these projects once they join the organizations, resulting in much better deployment of fresh hires The academic structure in universities need to be updated to incorporate these changes and provide students with the flexibility of longer internships

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

Involving Students in Research / Consulting Projects

Live projects/case studies make students aware of current trends and development in the industry, which positively impact their performance on live projects later Students will get an understanding of the practices currently followed in the industry and it will also create research opportunities for both industry and faculty It will help executives in testing some of their ideas and also get an understanding of the quality of potential hires It will reduce the time of deployment of new hires as they can directly start working on the projects they have previously worked

Training of faculty and students on technical and soft skills

Both industry experts and academia agree that students should learn at least basic engineering, management, etc. concepts in schools. This will ensure that the foundation of knowledge is solid Almost all companies provide 3-6 months long training to fresh hires. This includes technical, soft skills, ethics, etc. The right time to provide such training is actually when students are still in their schools so that the training can be embedded in the course curriculum itself This will not only result in significant saving of training costs on part of industry but will also make the students much more job-ready as they will be exposed to same tools, technology and hardware on which they are expected to work on during their job The deployment time for such students will be far lesser than the current scenario and this will also lead to much better retention of fresh hires

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

5.0 Notes
1. Sharda University has created academic tie-ups with leading corporate for sharing of technology, tools, software and faculty. For instance, Sharda University has launched MBA in analytics in collaboration with IBM where experts from IBM will be teaching the cutting edge analytics technologies to students. Similarly, Sharda University has launched training program with Oracle University to train its students on latest applications

6.0 Sources of Information

Higher Education in India: Twelfth Five Year Plan (2012-17) and beyond, Ernst & Young, FICCI, Planning Commission GOI Shortage of teaching staff and lack of new programmes stun growth of new IITs, Mail Today, Dec 11, 2012 Sharda University Industry Boardroom Conversations where the HR professionals and leaders from various top companies had discussed the key gaps between industry and academia

Industry Academia Disconnect: The Road Ahead 2013, Sharda University

Copyright 2013, Sharda University All facts and figures mentioned in the document have been taken from publicly available information and are assumed to be correct to the best of our knowledge. All content of this document is meant to be used only for non-commercial purposes. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means electronic, mechanical, photocopying, recording, or otherwise without the permission of Sharda University

Industry Academia Disconnect: The Road Ahead 2013, Sharda University