In her recent budget address, Finance Minister Nirmala Sitharaman emphasised the urgency of addressing the skill gap in India and the need for upskilling to prepare the workforce for the evolving economic and tech landscape. This focus on upskilling is particularly pertinent as India strives to become an economic and technological leader by 2047, marking 100 years of independence. Key skills such as advanced construction techniques, project management, digital literacy, and proficiency in emerging technologies like Building Information Modeling (BIM) and the Internet of Things (IoT) are crucial for the infrastructure sector. It is important to shift the perception of skilling in India, recognising it as a dynamic, ongoing process that will better align the workforce with industry demands and drive national growth.
The growing skill gap
Despite the high demand for infrastructural development, there is a shortage of adequately trained professionals. According to the report ‘Skilled Employment in the Construction Sector in India’, the construction industry is the second-largest employment generator in the country. As of 2023, it employed approximately 7.1 crore people. However, a staggering 81% of this workforce is unskilled, leaving only 19% skilled. As employment in the sector is projected to grow to 100 million to meet economic growth targets, the number of job-ready engineers and other skilled professionals is comparatively low. Factors contributing to this gap include a lack of advanced technical skills, expertise in modern construction techniques, an aging workforce, limited vocational training programmes, and a perception among younger generations that construction careers are less desirable.
While some workers possess essential skills, upskilling is essential to keep pace with modern construction techniques and rapid technological advancements. Addressing this issue requires a proactive approach, including enhanced vocational education, apprenticeship programmes, and industry-academia partnerships to ensure curriculum relevance.
Bridging the gap: Multifaceted approach to employee upskilling
In-house training programmes: Infrastructure companies are increasingly developing robust internal training programmes tailored to their specific needs and challenges. These ‘on-the-job training’ models aim to transform unskilled individuals into semi-skilled workers in trades such as masonry, carpentry, and bar-bending, significantly improving employability and fostering sustainable livelihoods.
Additionally, these programmes include advanced technical skills relevant to specific projects, rigorous safety protocols to ensure workplace safety, and training on new technologies and methodologies for skilled workers. By combining hands-on practical sessions with theoretical knowledge, these initiatives ensure that employees can immediately apply their new skills to ongoing projects. Moreover, participants get the opportunity to progress from proficient frontline workers to technical staff, potentially advancing to higher positions with improved salaries.
Partnerships with educational institutions: Recognising the need for specialised skills, firms are forging strategic partnerships with educational institutions. These collaborations often involve working closely with vocational schools, community colleges, and universities to develop custom courses and certification programmes that align precisely with industry requirements. These partnerships ensure that the curriculum remains current and relevant to industry needs, often incorporating real-world case studies and project simulations. Some companies even sponsor research projects or offer internship programmes as part of these collaborations, creating a pipeline of skilled professionals ready to enter the workforce.
Mentorship programmes: Mentorship initiatives are being widely implemented to facilitate knowledge transfer and foster professional growth. In these programmes, seasoned professionals with years of experience are paired with younger or less experienced employees. This one-on-one relationship allows for the transfer of technical skills, industry insights, problem-solving approaches, and professional etiquette. Such initiatives help in the professional development of younger employees, preparing them for more significant responsibilities faster.
Digital learning platforms: These platforms are transforming the way infrastructure firms approach employee training and development. For instance, a civil engineer working on a major highway project could use an online course focused on advanced BIM techniques. The course includes interactive simulations that allow the engineer to practice designing and managing complex infrastructure components in a virtual environment, enhancing their proficiency with cutting-edge tools. Many platforms also track progress and completion rates, allowing companies to monitor the effectiveness of their training programmes and identify areas where additional support might be needed.
Impact and future outlook
The concerted focus on workforce upskilling in India’s infrastructure sector is likely to bring transformative changes, providing far-reaching benefits that extend beyond the industry itself. Enhanced productivity and quality resulting from a more skilled workforce will not only accelerate project execution but also elevate the standard of infrastructure, bolstering India’s global competitiveness. This upskilling drive is simultaneously fostering job creation and economic growth, with new, specialised roles emerging in response to technological advancements and evolving industry needs.
Moreover, as workers acquire advanced skills in sustainable practices, the sector is better positioned to align infrastructure development with critical environmental goals, contributing to India’s commitment to sustainable growth. As these initiatives gain momentum, the outlook for India’s infrastructure sector appears promising, with the potential to not only meet domestic development goals but also establish the country as a key player in the global infrastructure landscape.The views expressed in this article are the author’s own and do not necessarily reflect the views of People Matters.