Orange Wisdom


The Talent Grids Curve Tube (TGCT) Theory


The following revelation from NASSCOM could be no less than a nightmare for most of the engineering graduates of the nation –
“Only one in four engineering graduates in India is employable, based on their technical skills, English fluency, teamwork and presentation skills and of the 4 lakh odd engineering graduates, who graduate each year, only about 20% is good enough for India Inc. Apart from a few top educational institutions, the quality of education has dropped affecting the quality of the to-be graduates and thus their employable abilities also suffer.”
The point in question is:
Are Indian academic institutions incapable of producing students who could be absorbed readily by the Indian Corporate Houses? Are the Indian Academia and the Indian Corporate like the two parallel railway tracks, with almost no hope of convergence? How do we make our talent crop more productive? Do the Indian academic curriculum needs a serious revision and industry customization? Do we need a strong and mutually benefiting Industry – Academia Partnership?

A major section of the industry and the academia has unanimously voiced an immediate requirement of mutual initiatives. Increased industry academia interactions are definitely, need of the hour. NASSCOM’s IT Workforce Development programme is a very prominent step towards establishing such a platform and endeavours to bridge the gap in demand and supply of knowledge workers by encouraging Industry-Academia partnerships. Such partnerships are required but the parameters governing the relationship still remain ambiguous. As a consequence the success of such programs has been bleak and the impact considerably minimal. The gravity of the questions above and 360 degree analysis of the situation, pave way for the Talent Grids Curve Tube Theory. The Talent Grids Curve Tube Theory captures and reflects upon the present Talent-Demand-Supply Gap through a visual model and logically projects the relevance of the industry-academia integration


The Talent Grids Curve Tube Theory states that

‘The corporate and the academia, across all sectors, are actually interacting from the two ends of a curved see through tube, consequently leading to minimal transparency in operations, needs and customization; thereby generating substantial talent-demand-supply gap across various sectors.’

The  Model
Thus the present industry academia talent demand supply positioning can be visualized from the adjacent illustration. The line separating the corporate and the academia is known as the line of interception (L) which determines domain of governance for both. The arm of the tube on the corporate side depicts the talent demand and the arm of the tube on the academia side depicts the talent supply. The curve in the tube or the degree of ambiguity / certainty can be measured by q, Angle of Certainty, which varies from 0 to 180 degrees. When q = 0 we have the worst case with maximum uncertainty between the demand and the supply. When q = 180 we have the ideal case with corporate demand and the academic supply being truly met. As clear from the illustration, the real academia actually sees the virtual corporate due to the curve and the real corporate actually sees the virtual academia, thereby developing a gap in the talent demand-supply. Hence the talent demand-supply gap (G) can be visually seen as the distance the real corporate and the virtual academia which is equal to the distance between the real academia and the virtual corporate. The degree of curves in the corporate and the academic region is determined by the coefficients of flexibility µ1 and µ2, respectively. The value of µ1 and µ2 can vary from 0 to 1. A few parameters affecting corporate coefficient of flexibility (µ1) are transparency in sharing its detailed work requirement, work culture, specific functional skills sought, career growth offered, existing and cutting edge technologies with academia (faculty and the student fraternity). Similarly a few parameters affecting academic coefficient of flexibility (µ2) are willingness to absorb corporate requirements, customizing course curriculum to serve specific sectors and flexibility in facilitating corporate involvement in the education process.

Talent Grids Curve Tube Model



The worst case when q = 0 and the gap (G) is infinite can be seen across various sectors in some specific disciplines. Most of the talent demand-supply scenario today falls between the two extreme cases.


Ideally there should have been no curve in the tube connecting the corporate and the academia. In such case q = 180 and the gap (G) is zero. Such a case is practically non existent. To address the talent demand supply gap, it can now be clearly seen from the TGCT Model that if corporate increase their flexibility to µ1 = 1 but if academia flexibility µ2 = 0 then the talent demand-supply gap can definitely be checked and lessened but it cannot be minimized. The same holds true vice versa. Hence it becomes imperative that the flexibility to customize and the transparency in operations have to come from both the corporate and the academia. Only then we can find truly practical and effective solutions to the grave talent demand-supply gap that shadows most of the sectors today from IT to retail, telecommunications to manufacturing, aviation to infrastructure, etc.

The Road Ahead

In order to address the key issues of talent creation and acquisition the TGCT Model suggests combined efforts from the academia and the industry to keep the values of coefficients of flexibility µ1 and µ2 close to 1 so that q approaches zero.

This can be achieved through the following:
– 360 degree assessment of college talent against global industry requirements

– Enhanced technical and academic input from all spheres, to align students to the corporate requirements

– Improved student quality and performance by fostering an environment of all-round excellence

– Global exposure to candidates through foreign internships

– Quantity as well as quality placements across top IT and Technology recruiters

– Access to companies not hiring from tier-III engineering colleges

– Greater exposure to corporate operations, models and cutting edge technologies

– Enhanced Brand Equity amongst the students, academia and the corporate

– Enhanced Industry Interface: Connect with international academia and industry stalwarts by hosting industry academia summits, meets and sponsored programs, seminars in the college

– Access to industry insider polls, surveys and reports

– Constant review and consultation to refine the faculty effectiveness and student productivity with industry inputs

– Leverage for the college by projecting Talent Grids as their strategic and responsible initiative to minimise the talent-demand-supply gap in the industry