Latest news with #IITs
India Today
6 hours ago
- Business
- India Today
Does your degree guarantee a job? The employability crisis in India
When 23-year-old Arjun Mehta walked across the stage at his engineering college's convocation in Pune last year, degree in hand and dreams in his eyes, he assumed the hard part was over. Four years of relentless study, tuition loans, and late-night coding marathons led to this moment. But a year later, Arjun finds himself back in his hometown of Varanasi jobless, disillusioned, and preparing for yet another competitive is not year, over 3 million graduates enter India's job market. Yet only about half of them are deemed employable. That means thousands like Arjun armed with degrees but lacking the skills the market needs are stuck in limbo, watching job offers slip through their fingers. This growing employability gap is one of India's most pressing yet under-discussed crises.A COUNTRY OF DEGREES, NOT JOBSAccording to the India Skills Report 2025, only 54.8% of Indian graduates are considered employable, and other estimates place this figure even lower. The Graduate Skill Index 2025 from Mercer|Mettl puts employability at 42.6%, marking a drop from previous worse, youth unemployment remains staggeringly high. Recent data from CMIE shows that 44.5% of Indians aged 20–24 are unemployed, despite many of them holding graduate or even postgraduate isn't just a statistic. It's a reality that affects millions of middle-class families, pushing students into endless cycles of entrance exams, low-paying internships, and VS SUPPLY: A BROKEN EQUATIONThe problem isn't just the number of jobs it's the kind of jobs available and the skills sectors like Artificial Intelligence, data analytics, cloud computing, and cybersecurity are desperate for skilled workers. These fields report employability rates upwards of 46%, often with 4–5X salary non-technical roles in sales, HR, and finance hover around 45% employability, and traditional degrees in humanities or general science often struggle to fetch even that. Recruiters echo the same complaint: 'Graduates have the degree, but not the skills.' THE COLLEGE CONUNDRUMNot all colleges are created equal. Graduates from Tier-1 institutes (like IITs, BITS, and top private universities) have an average employability of 48.4%. In contrast, Tier-3 or rural college graduates hover around 43%, with limited access to digital tools, industry exposure, or within engineering a field that churns out 1.5 million graduates annually only 35% are considered employable in core engineering to this a weak curriculum-industry alignment, outdated syllabi, and negligible internship exposure, and the result is a talent pool that's drowning in certificates but starved of SOFT SKILL DEFICITEmployers don't just want hard skills—they want professionals who can think critically, communicate effectively, and adapt quickly. But in the Mercer|Mettl report, only 50% of graduates were employable in communication-based roles. Creative thinking was even lower, at 44.3%.India's education system, long focused on rote learning and exam scores, often sidelines these essential traits.A GENDER AND GEOGRAPHY GAPThe gap isn't just educational it's also geographic and gender-basedDelhi leads the employability index at 53.4%, while states like Uttar Pradesh, West Bengal, and Assam fall behindMale graduates slightly outperform females 43.4% vs 41.7% in perceived employabilityRural youth face both digital and social disadvantages, including language barriers and fewer industry connectionsCAN THIS BE FIXED?India is National Education Policy (NEP) 2020 promises sweeping reforms, from vocational training in schools to internships as part of college degrees. Initiatives like PMKVY and Skill India aim to retrain and upskill millions. But implementation remains companies are stepping in too. Firms like TCS, Infosys, and Google have launched training programs to bridge the gap but these cater mostly to top-tier colleges or tech-focused WITH DIRECTIONThe solution isn't to produce fewer graduates—but to produce better-prepared needs:Curriculum reform that matches market demandsMandatory internships and skill-based certificationsSoft skill development from the school levelPartnerships between academia and industryBecause in today's job market, a degree is not a ticket—it's just the starting the young engineer from Pune, is now taking an online course in AI fundamentals. He's hopeful. But like many others, he wishes someone had told him sooner: In India today, a degree may get you to the door—but skills are what unlock it.- Ends
Business Standard
6 hours ago
- Business
- Business Standard
In a First, 100% of Masters' Union First-Year Undergrads Land Global, High-Stakes Internships
VMPL Gurugram (Haryana) [India], July 24: Masters' Union, India's leading business and technology school, today released its Summer Internship Programme Report for per the report, undergraduate students from the classes of 2027 and 2028 (first and second year) received over 350 internship offers for a cohort of just 280 students - with 90% of these being paid roles and the highest stipend touching USD $3,100 (₹2.55 lakh). The internships spanned 120+ top-tier firms across India, San Francisco, Abu Dhabi, and Dubai, including roles at venture capital funds, global consulting firms, sovereign wealth entities, and high-growth startups; many of which are traditionally offered only to final-year students at IITs, IIMs, and international business schools. Unlike most undergraduate programmes in India, where internship cycles begin only in the penultimate or final year, this year's outcomes at Masters' Union saw 100% of the first and second-year undergraduate cohort placed, including in roles that are part of pre-placement offer (PPO) tracks often the preserve of graduates from top institutions. The internships were spread across a wide variety of sectors - 35% in high-growth startups, 25% in finance and strategy consulting, 20% in consumer goods and services, 10% in product and tech and 10% in impact and policy. Some of the top companies that made a beeline for Masters' Union undergrads include PwC, KPMG, EY, Yes Bank, Indusind Bank, Nestle, Akasa Air, Zepto, InCred Capital, Niti Aayog and Perfora. Students were placed in a range of high-stakes roles with 30% of all internships in founder's office / chief-of-staff roles. Another 25% were in growth and strategy roles, 17% in product and data, and the rest spread across finance and investments, marketing, policy, and ESG consulting. The institution also witnessed strong interest from several companies which traditionally do not hire undergraduates, and if at all; only from IITs and IIMs. For e.g. known for backing breakout consumer brands like Mokobara and The Whole Truth, and Bough Consulting, a boutique strategy and brand advisory firm, offered high-impact roles to Masters' Union undergrads. Masters' Union also attracted international opportunities, with one of their students, Abhay G Shenoy, serving The Residency in San Francisco, where he earned a stipend of USD $3,100 (~Rs. 2.55 lakh). As a part of his role, he worked on AI-powered growth experiments and SaaS scaling strategy. Another student, Debraj Bandyopadhyay, joined Cercli, a Y Combinator-backed HR-tech startup in Abu Dhabi, earning a stipend of USD $800 (~Rs. 70,000), where he developed and deployed production-grade AI solutions to solve real-world hiring challenges. Speaking about the success of the summer internship programme, Pratham Mittal, Founder of Masters' Union said, "Watching our undergrads operate in sovereign wealth entities in the UAE and innovation labs in the Valley is a powerful reminder of why we built Masters' Union the way we did. The goal was never just to teach just theory, it was to plug our students directly into the real economy. The fact that companies across AI, finance, consumer and public policy trusted our first and second-year students with business-critical roles is a promising signal for the hands-on curriculum and practitioner-led teaching that we follow." About Masters' Union: Masters' Union is a premium tech & business school based in the corporate district of Gurugram. It was founded in 2020 with the philosophy of hands-on learning where students learn by doing. The leadership behind Masters' Union consists of graduates from Stanford, Wharton, and IITs and IIMs. Unlike traditional colleges, the faculty at Masters' Union comprises MDs, CXOs and AI Experts from companies such as Amazon, Apple, IBM, McKinsey, PwC, and KPMG. Additionally, the Institute also brings in faculty from the world's top-ranked universities such as Oxford & Harvard. Visit
News18
a day ago
- News18
These 10 Exams Are So Hard, Even Geniuses Struggle To Pass
Last Updated: Here's a look at the top 10 toughest exams in the world that push the limits of human potential. Across the world, certain exams stand out not just for their academic rigor, but for the sheer determination, preparation, and mental stamina they demand. Here's a look at the top 10 toughest exams in the world that push the limits of human potential. 1/10 IIT JEE Exam, India: A highly competitive test taken to get admission to IITs. It is known for its problem-solving questions. Only a small fraction of the million take the exam annually. (Image: AI-Generated) UPSC Exam, India: This exam is conducted for the recruitment for IAS, IPS, IFS. It is a lengthy three-stage assessment that evaluates candidates on various subjects, including history, polity, economics, and language skills. (Image: AI-Generated) Mensa, England: The tests are designed to be difficult, measuring abstract reasoning and problem-solving abilities. (Image: AI-Generated) GRE, US/Canada: A standardised test for those pursuing graduate studies in US or Canada. It assesses verbal, quantitative, and analytical writing skills. (Image: AI-Generated) CFA, US/Canada: Succeeding the CFA charter in the US involves passing three rigorous exams covering various financial topics like asset valuation and portfolio management. (Image: AI-Generated) CCIE, US: The Cisco Certified Internetwork Expert (CCIE) certification in the US is one of the prestigious recognitions for networking experts. This lab-based exam evaluates in-depth knowledge and troubleshooting skills related to complex Cisco networking technologies. (Image: AI-Generated) GATE, India: The Graduate Aptitude Test in Engineering is a competitive exam in India. It serves as a gateway to postgraduate engineering programs and research opportunities. (Image: AI-Generated) USMLE, US: To become a licensed physician in the United States, one needs to pass the United States Medical Licensing Examination (USMLE) is mandatory. The exam comprehensively evaluates a doctor's knowledge and skills. (Image: AI-Generated) Next Photogallery
NDTV
2 days ago
- Business
- NDTV
Airports Authority Of India Hiring For Senior Consultant Posts, Monthly Pay Rs 1.5 Lakh
AAI Recruitment 2025: The Airports Authority of India (AAI) has opened applications for the positions of senior consultants at its Corporate Headquarters in New Delhi. The recruitment is being conducted for two key roles, Senior Consultant (Planning) and Senior Consultant (Operations), on a contractual basis. The monthly consolidated consultancy fee is Rs 1.5 lakh. The last date for application submission is August 1. AAI Recruitment 2025: Vacancy Details Senior Consultant (Planning): 6 posts Senior Consultant (Operations): 4 posts Upper Age Limit: 45 years as of August 1, 2025 AAI Recruitment 2025: Eligibility Criteria For Senior Consultant (Planning): Educational Qualification: Bachelor's degree in Civil or Electrical Engineering and an MBA (any specialisation). Preference will be given to candidates with engineering degrees from IITs or NITs. Experience: 8-10 years in monitoring, execution, or MIS development of infrastructure projects, preferably in airport planning and construction. For Senior Consultant (Operations): Educational Qualification: Bachelor's degree in Engineering, Statistics, Economics, or Operations Research, along with an MBA (any specialisation). Experience: 8-10 years in data analysis and preparation of reports or official replies. AAI Recruitment 2025: Application Process Eligible candidates must submit their applications through or between July 21 and August 1. Those intending to apply for more than one post must submit separate applications. AAI Recruitment 2025: Selection Process The selection will be based on academic qualifications, relevant experience, document verification, and an interview. Only shortlisted candidates will be contacted via email. AAI Recruitment 2025: Key Points To Note Appointments will be on a one-year contract basis. Only Indian nationals can apply. Applicants must ensure that all qualifications and experience are attained on or before August 1, 2025. No TA/DA will be paid for attending the interview.
Mint
2 days ago
- Business
- Mint
Interview: Rahul Mehta of MFF on why India needs strategic philanthropy - 'you can't innovate without talent'
Founded in 1996 in Houston, Texas, in the United States, by the Mehta siblings—Nisha, Rahul, Jainesh, and Dharmesh—in honour of their parents Bhupat and Jyoti Mehta, the Mehta Family Foundation (MFF) is today a top philanthropic force strengthening India's knowledge infrastructure through transformative investments in higher education. With a firm belief that scientific and technological excellence is key to national progress, MFF partners today with top IITs to establish interdisciplinary schools focused on data science, biosciences, AI, health tech, and sustainability. With over 1,400 students currently enrolled across IITs at Madras, Guwahati, Roorkee, Kanpur, and Palakkad and a target of graduating 12,000 by 2031, MFF's collaborative model goes beyond traditional funding. Under the leadership of CEO Rahul Mehta, it shapes programs, recruits faculty, and aligns with long-term national goals. In India to announce two new schools at IIT Indore on July 22, Rahul Mehta spoke to LiveMint about the Mehta Family Foundation's journey, the state of academic philanthropy in India, and the road ahead. Excerpts from the interview: Q: Can you tell us about your background and how the Mehta Family Foundation started? A: I left India when I was 17. I didn't come from a wealthy or highly educated family—my parents had no formal education. But I worked hard, started multiple companies, and after selling my first one, I had more money than I ever thought I would need. I decided to start the Foundation. I've always believed I am just a steward of this wealth—my goal was to give it away meaningfully. Initially, I donated to small nonprofits, gave $500 here, $1000 there, even to Indian charities. But over time, I realised I needed to decide to donate where I felt the deepest impact. That's when my philanthropic journey became more focused on education and institution-building. Q: What was the first major project you funded in India? A: It started around 2005–06. On a trip to the Aurobindo Ashram, I stopped at IIT Madras and had a conversation with the then-director, Dr K Kasturirangan. We discussed their vision, and that led to the creation of the School of Biosciences and Bioengineering—the first such school I funded. Later, in 2010, they returned asking for support to expand lab space, animal hubs, and research infrastructure, which became our second project at IIT Madras. So we've supported two major projects there. Q: How did you choose the areas of focus—Bio, AI, Sustainability? A: I looked at trends in US academia. By the early 2000s, half of engineering faculty in the US were shifting their focus to healthcare and bio. But Indian campuses hadn't even considered biosciences yet—they still offered only traditional disciplines like mechanical or chemical engineering. Similarly, I saw that Indian institutions were slow to adopt AI and data science. In 2018–19, I even hosted a meeting in Delhi with several IIT directors to pitch data science and AI schools—no one was interested. Then came ChatGPT and suddenly everyone saw its relevance. The same is happening now with sustainability. I havve been pushing for formal education in this space for the last three years. We need a new generation of talent explicitly trained in sustainability. Q: You have been talking about the 12,000 deep-tech graduates goal. What does that mean? A: Across eight schools we've funded so far, each school typically includes BTech, MTech, and PhD programs. A typical school has: ● 40–60 BTech seats per year → 160–240 BTech students at steady state ● 50–75 master's students With a firm belief that scientific and technological excellence is key to national progress, MFF partners today with top IITs to establish interdisciplinary schools focused on data science, biosciences, AI, health tech, and sustainability. Every school supports around 300–400 students. With eight schools, that's over 3000 students in steady-state enrollment—equivalent to the size of a new IIT. If you project this over 10 years, it adds up to over 10,000–12,000 graduates, which is critical for India's intellectual and innovation capacity. Q: Are these schools integrated into existing IITs or independent? A: They're integrated within existing IITs but are independently funded and branded—like the Mehta Family School of Data Science and AI. So far, we've supported biosciences, AI, and sustainability schools. Each has its own set of faculty, curriculum, and students. Q: What is your long-term vision for the Foundation in India? A: To help India build a critical mass of intellectual talent across future-critical areas. For example, one school in sustainability isn't enough. We probably need three or four. Public health is another area I'd like to enter. The idea is to look at long-term capacity creation—not just short-term programs. Q: Are there specific challenges in setting up these departments in India? A: Many. The philanthropic ecosystem isn't as mature as the West. In India, people still ask: 'Why do you want to give us money?' Universities often don't know how to write proposals. Even when they agree, internal processes like Senate approvals, faculty alignment, curriculum design—it all takes 18 months or more. In contrast, if I offer money to Harvard, I get a proposal in 24 hours, and they fly out to meet me. Q: So it's a 10+ year commitment to build each department? A: Absolutely. From planning, curriculum design, faculty recruitment, to graduating the first batch—it's easily a decade-long journey. But that's what strategic philanthropy requires: focus, patience, and long-term commitment. Q: How do you assess the impact of your work—what keeps you going? A: The students. When I visit campuses, I meet them in classrooms and ask about their lives. Most come from small towns I have never heard of. Many are the first in their family to go to college. Getting a job post-graduation changes their lives—and their families. That's what keeps me going. One student's transformation is enough to justify all the effort. But here, we're talking about thousands. Q: Do you worry about brain drain—will these students stay in India? A: I don't dictate that. They should do what's best for them. But global forces are shifting—many will stay in India because opportunities here are growing. The goal is to empower them to lead wherever they are. Q: Where does India stand in the innovation economy today? A: We're just beginning. Our innovation capacity has to scale massively. Take healthcare—MD Anderson Cancer Centre in Houston, US, has more cancer researchers than all of India combined. In battery tech, China and the US are far ahead. We must build deep talent pools in these sectors to compete. You can't innovate without talent. You can't innovate without talent. Q: And where do you see philanthropy in India going from here? A: It's getting better. Compared to 2006, people are now more welcoming, more appreciative. But strategic philanthropy is still rare. Many want quick wins—whereas real impact, like building academic institutions, takes 15–20 years. You have to pick one mission and stick to it. That's what we are doing.
