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The HRD ministry has chosen to give more autonomy to the Indian Institutes of Management (<keyword id="19478" type="CITY" weightage="20" keywordseo="IIM">IIM</keyword>) and decrease government control over them under a proposed Bill, with Union Minister <keyword id="119642" type="PERSON" weightage="100" keywordseo="Prakash-Javadekar">Prakash Javadekar</keyword> modifying the provisions presented under his forerunner <keyword id="6612" type="PERSON" weightage="20" keywordseo="Smriti-Irani">Smriti Irani</keyword>. 
 
As per sources, among the key provisions that the HRD ministry has chosen to revise incorporate those identified with the Visitor's office. 
 
It is learnt that the new Bill draft has dropped past references to the President having the ability to survey their work as the Visitor. 
 
Another transform from the prior proposed draft is that the HRD ministry has given more powers to the Board of Governors of the IIMs to appoint their directors. 
 
It is comprehended that the HRD ministry under Irani did not support some of these changes, but rather with the PMO evidently being more supportive of more autonomy, her successor Javadekar has acknowledged them 
 
The new draft bill is currently learnt to have gone to the Law ministry for screening. 
 
Among different provisions which have been changed identify with minimizing government control over IIM coordination panel, the sources said.

Prakash Javadekar is doing
what Smriti Irani couldn’t: More autonomy in IIMs

<ul><li>India’s <keyword id="6386485" type="ORGANIZATION" weightage="20" keywordseo="ministry-of-human-resource-development">Ministry of Human Resource Development</keyword> (MHRD) has instituted a panel to assess the viability of reducing the government’s control over all 23 IITs.</li><li>The move is part of the government’s larger plan to reform the higher education sector and increase the global rankings of these institutions. </li><li>Earlier this year, 20 Indian Institutes of Management (<keyword id="19478" type="CITY" weightage="20" keywordseo="IIM">IIM</keyword>) were granted more independence in choosing board members and making decisions related to course selection and hiring. </li></ul>Last week, India’s Ministry of Human Resource Development (MHRD) formally instituted a panel to assess the viability of reducing the government’s control over all 23 <keyword id="6386086" type="UNKNOWN" weightage="20" keywordseo="Indian-Institutes-of-Technology">Indian Institutes of Technology</keyword> (IIT), according to a <a href="https://indianexpress.com/article/education/panel-to-study-feasibility-of-iit-autonomy-5415187/">report</a> in the Indian Express. The seven-man committee is led by M Anandkrishnan, the former chairman of IIT-Kanpur, and comprises the directors of 5 top IITs - Bombay, Delhi, Madras, Kanpur and Kharagpur. The move is part of the government’s larger plan to reform the higher education sector and increase the global rankings of these institutions. It will have significant implications for the operation of IITs, which are currently regulated by the government’s IIT Council. The state-backed engineering institutes are globally renowned and routinely feature in lists of India’s best colleges. Earlier this month, QS released <a href="https://www.topuniversities.com/university-rankings/rankings-by-location/india/2019">its rankings </a>for India’s top universities in 2019. IIT-Bombay came first in the nation, while five other IITs rounded up the top 10 spots. The panel will primarily focus on changes to the IIT Act. This will likely involve amendments to the selection process for the governing boards of IITs. Each IIT comprises a nine-member Board of Governors, all of whom are appointed by the central government. It could also involve the devolution of more powers to governing boards. For example, they could be allowed a greater say in amending the fundamental rules that relate to the day-to-day operations of IITs. The possibility of giving greater autonomy to state-backed institutes has precedence. In August 2018, the possibility of giving both IIT-Bombay and IIT-Delhi greater autonomy <a href="https://indianexpress.com/article/education/hiring-courses-fees-delhi-mumbai-iits-set-to-get-freedom-to-decide-on-these-5309095/">was mooted</a> after the institutes were granted an “Institute of Eminence” designation. The designation grants institutes the power to decide on curriculum and fee structures. Furthermore, earlier this year, 20 Indian Institutes of Management (IIM) — the graduate business equivalent of IITs - were granted <a href="https://economictimes.indiatimes.com/industry/services/education/autonomy-on-the-way-as-iim-rules-finalised/articleshow/65380632.cms">more independence</a>. Under the amendments to the IIM Act, the 15-member governing board of these institutes will now comprise <a href="http://mhrd.gov.in/sites/upload_files/mhrd/files/IIMBill2017English.pdf">five alumni</a> and they will also be allowed to appoint their own chairmen. This will translate into the ability to select courses and hire faculty with greater ease. This could be the case for IITs as well. A reduction in the number of government appointees could bring about a diversity in opinion, not to mention less politically-motivated decision-making. Before submitting its report, the seven-member IIT panel will reportedly seek feedback from the heads of IIMs to assess the pros and cons of being given greater decision-making power. The panel is expected to submit its final recommendations to the MHRD by the end of the year.

India’s government is mulling a plan to give the country’s top engineering institutes more autonomy — here’s what that would entail

After Larsen &amp; Toubro Chairman AM Naik stepped down as chief of IIM-A citing a busy schedule, three names have been shortlisted to handle the top post. 
 Names of <keyword id="45123" type="CITY" weightage="20" keywordseo="HDFC">HDFC</keyword> chairman Deepak Parekh, Hero MotoCorp joint managing director Sunil Kant Munjal and Infosys chairman R Seshasayee have been submitted to the HRD ministry to become the next chairman of Indian Institute of Management-Ahmedabad (IIM-A). 
 
Presently, Cadila Healthcare chairman Pankaj R Patel is the interim chairman. 
 
ET quoted an official saying that the institute was betting on honchos who would ensure the autonomy of the institute and at the same time be on the right side of the government. 
 
"If he is from the corporate sector, he should understand the difference between running a business establishment and an academic institution, which is an altogether different ballgame. Also, the person has to make an effort to really understand the perspective of different stakeholders of the institute," Samir K Barua, former director of IIM-A, told ET. 
 
(Image: Indiatimes)

And the next IIM-A chairman is...

When the cabinet of PM Modi was shuffled a few days back, the biggest news came in the form of <keyword id="6612" type="PERSON" weightage="100" keywordseo="Smriti-Irani">Smriti Irani</keyword> being replaced by Prakash Javadekar. As soon as the news was announced, people began to speculate the reasons behind this change, one of which was the non-delivery or slow movement on the PMO’s to-do list for higher education. 
 
However, turns out, other than that, she also failed to deliver on the school education to-do list, which was also being closely monitored by the PMO. 
 
As against the five key issues that were undelivered on the higher education side, including the autonomy of IIMs and world-class institutes, school education had a 39 point to-do list, including a focus on improving learning levels, teacher training and vocationalisation. 
 
PM himself reviewed the implementation of actions taken on these issues in a meeting held on March 10. 
 
Even though the ministry was talking about addressing these aspects for over a year now, something concrete was yet to be done. However, some of the steps were taken within the stipulated timelines; however, a majority of steps were yet to be taken, which probably led to Irani’s exit from the ministry. 
 
<a href="http://www.edu-leaders.com/sites/default/files/styles/article_image/public/Smriti-Irani_1.jpg?itok=bRC0SSTm">Image source</a>

Failing to deliver a 39-point list for school education cost Smriti Irani her job

With the start-up industry getting a boost in Indian markets, experienced professionals as well as students are switching their interests to the fresh players. A recent report published in Economic Times makes the picture clearer by explaining how and why and from where these young firms are getting manpower? 
 The report says that higher risk and potentiality to identify the higher return capability is leading Indian executives to make the shift. Apart from that, autonomy and potentially handsome returns is creating ways for experts to give up less demanding jobs in the corporate world and to enter the high-risk, high churn <keyword id="2958974" type="UNKNOWN" weightage="20" keywordseo="startup-workforce">startup workforce</keyword>. 
 
The report also points out the shift as a ‘tough decision’ as it's not any easier to decide on the best time to join a start-up as they come in all shapes and forms which, in no time, turn out into an organizational structure as soon as they start growing. 
 
As per the experts, what matters the most is the stage at which you are joining it, which depends on what you are looking for. The results came after industry insiders evaluated the start-ups for risk, reward, and the talent that you bring to it. 
 <keyword id="2905804" type="UNKNOWN" weightage="20" keywordseo="Aneesh-Passi">Aneesh Passi</keyword>, <keyword id="170488" type="POSITION" weightage="20" keywordseo="co-founder">co-founder</keyword> <keyword id="2905805" type="UNKNOWN" weightage="20" keywordseo="Basil-Advisors">Basil Advisors</keyword>, which recruits C-level executives for new enterprises says, “Junior or mid-level employees might be interested in going to the bigger, established startups as a positive career move, but mid to senior-level executives are keen to join companies in the Series-A and B stage where they can build something bigger and meatier." 
 <keyword id="2958973" type="UNKNOWN" weightage="20" keywordseo="TaxiForSure-co-founder">TaxiForSure co-founder</keyword> Raghunandan G says that the proverbial garage exists only at the ideation stage, before the startup has garnered any recognition. "You have to be extremely ambitious and aspirational to join a startup at that stage," feels the IIM-A graduate, who assembled a great core team that left the company once it was sold to Ola to found their own companies or take up senior roles in other startups. "You will be shadowing the employer and learn a lot of things, and will be more likely to get promoted," he added. 
 
If you are a senior executive thinking of jumping into the startup bandwagon, it may be better to wait until startups have found their feet and are in need of experienced managerial guidance. 
 
Image: thinkstock

Planning to switch to a start-up? Read this to know the right time for it.

The growth of the <keyword id="6375224" type="ORGANIZATION" weightage="40" keywordseo="higher-education">higher education</keyword> system in India has been relatively steady for a period of over 20 years, beginning from 1985-86. Recently, student enrolment has picked up speed, from an approximate 16 million in 2009-10 to well over 26 million today, and it is slated to hit 40 million by the year 2020. But the focus of the policy-makers during this period has largely been on issues of expansion, of access and equity, and relatively less so on excellence. Even back in 2007, <keyword id="222693" type="COMPANY" weightage="40" keywordseo="The-National">the National</keyword> Knowledge Commission described the situation in the higher education arena (undergraduate, postgraduate and vocational education after 12th grade, age group 18 years and above) as ‘a quiet crisis that runs deep.’ Fortunately, there is a ray of hope in the new National Higher Education Mission (2013) announced by the Ministry of Human Resource Development (MHRD) of the <keyword id="6377129" type="ORGANIZATION" weightage="40" keywordseo="Government-Of-India">Government of India</keyword>, also called the Rashtriya Uchchatam Shiksha Abhiyan or RUSA. 
 <keyword id="6362476" type="ORGANIZATION" weightage="40" keywordseo="investments">Investments</keyword> in relevant quality education not just produce robust economic returns but also strengthen the democracy by creating an enlightened citizenry. The <keyword id="1862062" type="UNKNOWN" weightage="80" keywordseo="RUSA-mission">RUSA mission</keyword> will attempt to bring the focus back to where it ought to be – on the quality of higher education delivered at the educational institutions that are under the purview of the state governments. Mainstream English language media prefer to cover the institutions run by the central government – the top favourites being the IITs and IIMs, the central universities, IIITs, AIIMS and many others, to a lesser extent. And yet, these institutions account for just 2.6% of the student intake! So, what about the remaining 97%? 
 
The skew between the central government-run institutions and those controlled by the state governments is not just in the number of students enrolled. The quality of higher education imparted at the state government-run institutions is relatively inferior in almost every discipline. Figures regarding youth employability from TeamLease show that 57% of the young people suffer from some degree of unemployability and 53% of the employed youth suffer from some degree of skill deprivation. These are staggering figures that are already hurting the health of the nation. The private sector, which runs over 60% of the educational institutions but accounts for just 40% of the enrolment, has not lived up to expectations either, in terms of quality. 
 The state governments will point to the fact that the Central institutions have been heavily funded at the expense of all others, but the problem extends beyond that. The states have paid little attention to higher education, spending far too small a portion of their GSDP (Gross State Domestic Product) on it, just 0.5% on an average. A few states like Maharashtra spend as little as 0.14%! The RUSA mission of MHRD aims to correct this skew in <keyword id="6357455" type="EVENT" weightage="40" keywordseo="Funding">funding</keyword> by providing the states with block grants, against the state-wide perspective plans for spending and for the outcome prepared by the state higher education councils. The difficulty here is that some of the state higher education councils, Maharashtra for instance, are not active. So these states could end up wasting precious time in claiming their share of funds. Indeed, the sense of urgency for bringing about change appears to be missing, be it the MHRD or the state governments. 
 
The fragmentation of our higher education system necessitates a strong focus on scalable solutions. We have 690 universities/university-level institutions and nearly 37,000 colleges, educating approximately 26.6 million students. Compare this with China where just 4,000 universities and colleges cater to a similar number, 25.4 million students (as per 2010 data)! 
 
It is well known that addressing problems at scale requires a completely different approach – one needs to begin differently. The regulatory regime has also contributed in no small way to the erosion of quality and needs to be reworked. Governments need to focus on creating an enabling framework within which the management and the faculty can be empowered to innovate and deliver desired outcome. Complete autonomy to institutions, supported by an appropriate accountability regime, will help unleash the creativity and energy of the faculty and students. Fortunately, giving autonomy to colleges is a key goal of the RUSA mission. 
 
The management and regulation of education ought to be a space where there is active engagement of a large number of academics – teachers, educators, researchers, scientists and social scientists – all active practitioners in their respective fields. Expertise and experience are critical and decision-making bodies must be expanded and made more inclusive. They must also be made more accountable. The focus must shift from processes towards outcome. For instance, researchers, who by definition need to do things that have never been done before, ought not to find themselves constrained by cumbersome processes set up in the interests of preventing the misuse of funds. 
 
Also, many years of functioning in an extremely constrained environment has robbed the faculty of much of their capacity to take charge of quality education delivery. This problem will have to be taken head on and the capacity will have to be painstakingly rebuilt. Being expected to specify the outcome and working towards delivering the same are what the faculty must get used to doing. Governments and managements of institutions must correspondingly ensure that their working conditions are conducive. 
 Unfortunately, a large number of faculty members are employed on contract basis for years on end and they are paid poorly. Worse still, many are even hired on ‘clock-hour-basis’ and are paid paltry sums such as Rs 250 for a 50-minute lecture! Teaching has long ceased to be a profession of choice. The attractive salaries of the <keyword id="54272" type="ORGANIZATION" weightage="40" keywordseo="6th-pay-commission">6th Pay Commission</keyword> are available only to a small group of tenured faculty. Sadly, it is this group that is vocal in its opposition to autonomy. 
 
How well the RUSA mission is implemented will be a reflection of how diligently we discharge our collective responsibility to the future generations. As most reforms take a minimum of a decade to show results, many international experts have pointed out that India’s window of opportunity is already slipping away. It is entirely up to us to revive it. 
 Dr Leena Chandran-Wadia is a Senior Fellow at the Observer Research Foundation Mumbai. She received her PhD in Physics from IISc Bangalore and did her post-doctoral at ETH Zurich, <keyword id="103" type="COUNTRY" weightage="40" keywordseo="Switzerland">Switzerland</keyword>. She has been a researcher at several places in India and abroad including NCST Mumbai (now CDAC), EPFL and CERN in Switzerland, and IIT Bombay. Most recently, she has served as the Senior VP and CTO at Netcore Solutions Pvt Ltd, a start-up company in the space of mobile value-added services. At ORF, she is engaged in research and advocacy, primarily in the areas of Higher Education and Research, but also in Public Health, Sustainable Agriculture and Renewable Energy.

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Prakash Javadekar is doing what Smriti Irani couldn’t: More autonomy in IIMs

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India’s government is mulling a plan to give the country’s top engineering institutes more autonomy — here’s what that would entail

Dilsher Dhillon

And the next IIM-A chairman is...

BI India Bureau

Failing to deliver a 39-point list for school education cost Smriti Irani her job

BI India Bureau

Planning to switch to a start-up? Read this to know the right time for it.

BI India Bureau

Indian Higher Education: Bringing the Spotlight Back on Excellence

DR LEENA CHANDRAN-WADIA

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