• Admin
• August 18, 2024

SKILL ECOSYSTEM ZONES ONE CLUSTER ONE SKILL

 ONE  CLUSTER  ONE SKILL   SKILL  ECOSYSTEM   ZONES

 

Action plan for   One  Cluster  One Skill   (One  Cluster  One Focus  , One  district One Product /One  City One Product  ).

Background

The  vision of inclusive  growth  will  revive the  traditional  industries  of  UP  to provide   1 million jobs and   generate  turnover of  more than  100 000    crores   by   the year  2029.   A number  of  SKILL  ECOSYSTEM   ZONE S   (SEZ’S)  have been identified  where  community owned   companies can  be set up to act  as  the  foundation  for  grass root to global  value  chain. It   is  our  mission to  develop  these  SEZ’S  to  world class  centres  in their  industry . It is planned to  invite   global  leaders  to set up   manufacturing   units in the  proposed   (SEZ’S) for  The value chain  will  provide access to global  and   broader national markets  for  products of these  clusters .  The proposed infrastructure   will energized  the traditional  ecosystem  specifically  availability of  skills   to  become leaders   in their  domain  for  example  it is planned   to  upgrade     Firozabad   glass  industry  to   manufacture  crystals  , glasses for  TV panels and  screens and  solar  panels . The  competitiveness   of the  clusters  will be  enhanced by   improving   the  entire   range of activities   like   Design, production, marketing, distribution  , after sales  service  required to bring a product from conception to end use. Along   with  geographical indicators   ,branding  will be undertaken  to  maximize returns to  the  communities with  accumulated  skills that have not been utilized  in the past  .The  Pro-poor value chain will   work   across  the  entire value chain  to generate/strengthen livelihoods for the poor, while creating value i.e. increasing the overall productivity and delivering quality products and services to the end user/ customer .The following  ten  clusters  will be taken up in first phase.   A  linkage will  be established between  the leading  institutions   of engineering  / management /design   to   upgrade    the  local   educational   institutions    like   ITIs  , polytechnics, engineering colleges  and universities   to provide  quality  manpower and  act  as  knowledge  repositories and  knowledge  generators for these  clusters .

 

A new  Public-People -Panchayat-Partnership with clearly laid out roles and responsibilities for each of the partners   will be established . Panchayats/cooperatives   will  perform the key role of identifying skills and endowments of people and natural resources, address the concerns of local inhabitants, establish and sustain community linkages, extend institutional support to viable business initiatives that benefit the rural populace and at a later stage, integrate the economic development plan emerging from this   Grass  root    to  Global  initiative. The business partners would perform the roles of identifying local skills / products that have wider market potential, prepare Business Plans acceptable to the community and provide sustainable local employment. They would support the initiative through conducive policy regime, dovetailing government schemes, bridging critical gaps in infrastructure etc.  

The Poor as Producers

To   reduce poverty and increase the income level of the poor we will   facilitate production by the poor  . This will   be done  by   providing mechanisms to bring products to the market  on  the  models    of   Amul, and Shri Mahila Griha Udyog Lijjat Papad, which enable thousands of milk producers and low-income women to engage in decentralized production. Amul, started in 1946, is one of the best examples of an organization transforming the lives of rural people. In a partnership between professional managers and milk farmers, Amul daily collects 6.5 million liters of milk from about 2.6 million farmers and converts it into value-added milk products. Gujarat Cooperative Milk Marketing Federation (GCMMF), which markets milk and milk products with Amul, is India's largest food products marketing organization, and its affordable products fulfill the nutritional needs of millions of customers . Shri Mahila Griha Udyog Lijjat Papad is an organization manufacturing papad, as well as spices, wheat flour and detergents. This initiative by women, mostly from the lower strata of society, began in Mumbai in 1959. It gradually expanded to 67 branches in different states all across India. Membership has grown from seven founding women to more than 40,000 women. Following the concept of collective ownership, the organization is run by member sisters. Today, membership is open to any woman who has faith in its basic philosophy. For its papad production, the organization has a completely decentralized model. Each morning, at each branch, kneaded dough is distributed among the women. The women take the dough to their homes, and make papads by rolling and then drying them, and return the dried papads after one or two days. The organization’s total sales exceed Rs 3 billion ($75 million) with exports of more than Rs 120 million ($3 million). The organization has enabled women to earn economic independence, and raise their families’ living standards, all through engagement with dignified labor.

 

The  following points  are elaborated 

·       The magic of interaction

·       Core competence  of clusters

·       Benefits of Developing Skills Cluster-Wise

·       Possibility  , desirability ,viability of  skill cluster

·       Clusters  are repository   of skills

·       Competitive advantage  of  clusters

·       Future-Proof Skills

·       Institutions  of learning as  skill  providers

·       Roadmap

 

The magic of interaction

Clusters have always facilitated   free flow of ideas  through  Peer-to-peer exchanges .Majority of innovations are happening in the clusters due to transactions  maximization .

Core competence  of clusters

Every cluster  is unique  and  it  needs to to reflect on its identity to   differentiate ,  assess  its core competencies  ,identify  competitive advantage  ,  develop niche   and  pursue  its strategic intent  based  on its strength. Srijan Sanchar   has   developed  a framework    to discover  inherent  physical  , social ,economic  , cultural  , intellectual  strengths. Key  drivers  of  development   of strengths are the talented  interconnected citizens having multiple potentials   for multitasking.

Benefits of Developing Skills Cluster-Wise

1. Enhanced Efficiency:
• Streamlined Learning: By grouping related skills, learners can grasp underlying concepts more efficiently.
• Improved Performance: A strong foundation in a skill cluster leads to better performance in related tasks.
2. Increased Productivity:
• Specialized Expertise: Deep dive into a skill cluster creates specialized experts.
• Faster Task Completion: Mastery of related skills accelerates work processes.
3. Better Problem-Solving:
• Holistic Approach: Understanding the interconnections between skills aids in problem-solving.
• Innovative Solutions: A broader skillset within a cluster can lead to creative solutions.
4. Career Advancement:
• Specialized Profiles: Strong skill clusters create distinctive career profiles.
• Higher Employability: Specialized skills are often in high demand.
5. Organizational Growth:
• Core Competencies: Developing skill clusters aligns with organizational goals.
• Competitive Advantage: A skilled workforce becomes a unique selling point.
6. Improved Collaboration:
• Common Language: Shared skillset fosters better communication and collaboration.
• Effective Teamwork: A cluster-based approach encourages teamwork and knowledge sharing.

 

 

Possibility, Desirability, and Viability of Skill Clusters

Possibility

Skill clusters are entirely possible to develop and implement. The modern workforce is increasingly complex, demanding a multifaceted skill set. Grouping related skills into clusters is a logical approach to organize and develop these competencies.

• Technological Advancements: Tools like learning management systems (LMS) and online platforms make it easier to create and deliver clustered skill development programs.
• Industry Trends: Many industries are recognizing the value of specialized skill sets, making skill clusters a relevant strategy.

Desirability

The desirability of skill clusters depends on various factors:

• Organizational Goals: If an organization aims to enhance efficiency, productivity, or innovation, skill clusters can be highly desirable.
• Employee Needs: Skill clusters can align with employees' career aspirations and development goals, making them desirable.
• Market Demands: If specific skill clusters align with industry trends and job market requirements, they become more desirable.

Viability

The viability of skill clusters hinges on several considerations:

• Resource Allocation: Sufficient resources (time, budget, personnel) are essential for successful implementation.
• Management Support: Strong leadership support is crucial for driving skill cluster initiatives.
• Employee Engagement: Employee buy-in and participation are vital for the success of skill clusters.
• Measurable Outcomes: Defining clear performance indicators to evaluate the impact of skill clusters is essential.

Key factors influencing the viability of skill clusters:

• Industry dynamics: Rapidly changing industries might require frequent updates to skill clusters.
• Organizational culture: A culture of learning and development is conducive to skill cluster success.
• Economic conditions: Economic downturns can impact the prioritization of skill development initiatives.

 

Clusters  are repository   of skills

 

Key aspects of skill clusters as repositories:

• Organization and Structure: Skills are categorized and structured logically within clusters, making them easily identifiable and accessible.
• Knowledge Base: Clusters become a collective knowledge base, capturing the breadth and depth of skills within an organization or industry.
• Talent Identification: They can be used to identify skill gaps, strengths, and potential talent pools.
• Skill Development: Clusters provide a framework for targeted skill development initiatives, ensuring that training efforts are aligned with organizational needs.
• Career Pathing: They can inform career progression by outlining the progression of skills within a specific cluster.

 

 

 

Skills as a Competitive Advantage of Clusters

Skill clusters indeed serve as a potent competitive advantage. They are the lifeblood of an economic region or industry, driving innovation, productivity, and overall competitiveness.

Skills contribute to a cluster's competitive edge:

1. Talent Pool and Specialization:

• Deep Expertise: Clusters concentrate specialized skills, fostering a deep pool of talent in specific areas.
• Knowledge Sharing: Close proximity facilitates knowledge transfer and collaboration, enhancing skill development.

 

 

Future-Proof Skills

These skills are likely to remain relevant  in future :

• Creativity and Innovation: Generating new ideas and finding innovative solutions to problems will be in high demand.
• Complex Problem-Solving: The ability to tackle complex challenges will be essential in an increasingly interconnected world.
• Interpersonal Skills: Building and maintaining strong relationships will continue to be important.
• Learning Agility: The ability to quickly acquire new skills and knowledge will be crucial for career success.

Institutions of Learning as Skill Providers

Institutions of learning are undeniably the primary conduits for skill development. They serve as the bedrock of a skilled workforce, providing individuals with the knowledge, abilities, and competencies required to excel in various fields.

Role of Institutions in Skill Development

• Curriculum Development: Institutions design and implement curricula aligned with industry demands and societal needs.
• Skill Acquisition: Through classroom instruction, practical training, and experiential learning, students acquire a wide range of skills.
• Certification and Accreditation: Institutions validate skills through certifications and degrees, enhancing credibility.
• Lifelong Learning: Many institutions offer continuing education programs to support upskilling and reskilling.
• Research and Innovation: Universities and research institutions often drive skill development through research and innovation.

Challenges and Opportunities

While institutions play a pivotal role, they face challenges such as:

• Curriculum Relevance: Ensuring curricula align with evolving industry needs.
• Practical Exposure: Bridging the gap between theoretical knowledge and practical application.
• Industry Collaboration: Strengthening partnerships with industries for skill development.
• Accessibility: Making education accessible to diverse populations.

Opportunities include:

• Industry-Academia Partnerships: Collaborating with industries to develop industry-relevant curricula.
• Online Learning: Leveraging technology to expand reach and flexibility.
• Work-Integrated Learning: Offering internships and apprenticeships for practical experience.
• Skill-Based Certifications: Providing micro-credentials for specific skills.

 

Take Charge of change

A group  is being  proposed  to discuss  and  energize  One  Cluster  One Skill   initiative  . You are  requested to join the group  and   make suggestions  for addition , deletion , modification to content and  direction of the initiative  .Your  feedback is  solicited  for  content  and direction of the initiative .

Implementation Strategies

• Needs Assessment: Identify skill gaps and organizational requirements.
• Cluster Formation: Group related skills based on job roles, projects, or industry standards.
• Training and Development: Provide targeted training programs for each cluster.
• Performance Evaluation: Measure the impact of skill development on individual and organizational performance.

 

 

 

Identifies  Skill  Ecosystem Zones

1	Aligarh	Locks and hardware	Biometric  security  systems
2	Banaras	Sarees ,Toys ,	Engineered textiles
3	Bbhadoi	Carpets	Furnishings
4	Firozabad	Glass	Solar Panels , TV Screens
5	Khurja  Chunar Azamgarh	Ceramics	Engineered  ceramics ,Metallic  glass Insulation  shields
6	Kannauj Jaunpur	Fragrance and Flavours	Aroma therapeutic products
7	Moradabad	Brass Utensils	Multi metal Matrix  Products
8	Mahoba	Stone	Sierpenski’s  Structures
9	Saharnpur	Furniture	Furniture and Lifestyle  Enhancers
10	Kanpur	Leather	Natural   Biodegradable Renewable Plant Fibers – Bio alternatives for leather  personal  products
11	Meerut	Sports goods	Leisure  Equipment
12	Hapur	Potato	Potato  Powder