Volume 9, Issue 12, December – 2024 International Journal of Innovative Science and Research Technology

ISSN No:-2456-2165

An Inclusive Analytical Study of Employability

Skill Gaps and their Assessment Across India
Deepak Rajvanshi Dr. Avanish Kumar Tyagi
Research Scholar, Faculty of Management & Commerce, Professor, Research Guide, Faculty of Management &
Acharya Vishnu Gupt Subharti College of Management and Commerce, Acharya Vishnu Gupt Subharti College of
Commerce, Swami Vivekanand Subharti University, Management and Commerce, Swami Vivekanand Subharti
Meerut, (UP), India University, Meerut, (UP), India

Abstract:- Globalization and technological advancement is utilized, whereas macroeconomic factors are
have prompted corporations and professionals to considered in testing the APT. These macroeconomic
continuously reevaluate their enterprises due to factors include inflation, oil prices, interest rates, and
significant financial challenges, innovations, and the exchange rates. Monthly time series data has been
ever-increasing demands of business. Education and organized from January 2010 to December 2014 for this
training are crucial in addressing the issues of youth analysis.
employability, which ultimately contributes to the
prosperity of the nation. An MBA is a popular Keywords:- Skill Gap, Competency, Industry, Employability
educational choice among youth in India. However, Frameworks.
existing literature indicates that, despite its rising
popularity, employers often find Indian management I. INTRODUCTION
graduates to be lacking in employability.
The increasing intensity of global competition has
This analytical study aims to understand and significantly raised expectations among corporate recruiters,
analyze the findings and perceptions of various particularly regarding multitasking, soft skills, and self-
researchers, authors, bloggers, and recruiters regarding motivation. These expectations stem from a desire for a
employability and the skill gap. Very few Indian better alignment between candidates’ interests and
research studies have comprehensively explored diverse organizational goals, fostering meaningful and productive
viewpoints from various stakeholders through business relationships. Management institutions must
qualitative inquiry. recognize and address these evolving expectations.
However, there remains a considerable gap between what
The current article outlines the employability skill the corporate sector seeks and what management education
gap among graduating management and other graduates delivers, especially in terms of employability skills.
by synthesizing information from published research
papers, articles, blogs, and online sources. It also reveals A relevant analogy can be drawn: while water, a
a significant difference in soft skills, such as critical compound of hydrogen and oxygen, exists abundantly in
thinking, leadership, and independent decision-making, nature, there is still an acute shortage of potable water.
among senior-level professionals compared to digital Similarly, the job market is flooded with candidates, yet
skills. The article recommends that candidates acquire employers struggle to find skilled individuals. To address
soft skills during their preparation before joining this issue, research is crucial to identify the skill gaps and
institutions and corporate settings. propose actionable solutions that can be effectively
implemented. Management education must equip students
Furthermore, the article seeks to evaluate the with market-relevant skills, transforming them into industry-
factors contributing to the employability gap faced by ready professionals. The onus lies with management
business students, while discussing and analyzing various institutions to proactively design and deliver programs that
significant publications related to the skill gap. It offers prepare students with the requisite competencies for
several strategies for addressing employability issues. seamless recruitment and integration into corporate roles.

Additionally, the article will present reasons for the In today’s fast-paced, highly competitive, and
discrepancies in graduates' employability and highlight globalized knowledge economy, corporations expect
the skill gap, while also addressing the challenges management institutions to instill essential employability
encountered in skill enhancement. skills in their graduates. According to Bok (2006) and
Cappelli (2008), employers seek candidates with a
This review attempts to explore the determinants of comprehensive skillset and potential for career growth,
stock returns in the Karachi Stock Exchange (KSE) while employees look for opportunities for advancement and
using two asset pricing models: the traditional Capital control over their careers. Bridging this gap requires
Asset Pricing Model (CAPM) and the Arbitrage Pricing strategic efforts from both corporations and educational
Theory (APT) model. To test the CAPM, market return institutions. While corporates are revamping their training

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Volume 9, Issue 12, December – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
and recruitment functions, the management education development of cost-effective solutions to bridge the
system must also evolve, focusing on skill-based learning to Employability Skills Gap.
achieve productive outcomes.
For example, organizations can use this tool to identify
The academic and business communities recognize the the skills that a specific employee needs to effectively
critical importance of enhancing employability skills to perform particular tasks but may not yet possess.
sustain India’s competitiveness in a global market. Most
corporations expect new employees to grow with the The Employability Skills Gap analysis is also
organization and contribute value-added skills. Students, on beneficial for HR (Human Resources) professionals in
the other hand, view higher education—particularly determining which competencies are lacking among
management education—as a gateway to lucrative job employees. They can utilize this information to address
opportunities. As noted by Godse and Rajvanshi (2023), skills gaps through various methods, such as reskilling,
management education equips students with analytical, upskilling, and succession planning.
concise, and presentation skills essential for decision-
making in a modern economy. However, employers believe  Organization or Team Level:
that more can be done to develop teamwork, An enterprise-level skills gap analysis is conducted
communication, leadership, critical thinking, and problem- only under exceptional circumstances. For instance, the
solving skills among students. pandemic forced many companies to shift to remote work,
and many organizations were unprepared for this significant
Internships and work placements play a pivotal role in change. To facilitate a smooth transition, some companies
improving employability skills. Globalization has undertook a comprehensive skills gap analysis to determine
introduced challenges such as increased competition, limited whether their employees possessed the necessary skills to
resources, technological advancements, workforce diversity, work effectively and productively in a remote environment.
and changing customer behavior (Church, 2000; Friga, Key skills included self-reliance, stress management, and
Bettis, and Sullivan, 2003; Weisman, 2000). To address teamwork. After identifying the gaps, these organizations
these challenges, corporations require a workforce with implemented solutions such as online courses and
broad, adaptable skills and attributes (Barret and Beesan, workshops focused on managing stress and anxiety.
2002). Management students must possess strategic
thinking, technological aptitude, and the ability to influence  Individual/Employee Level:
and persuade diverse groups (Allen et al., 1998; Weisman, Skills gap analysis is typically conducted at the
2000). individual level when there is a performance gap or when
there is a need to upskill an employee for future roles. This
Additionally, employability today demands proficiency analysis ensures that employees’ skills do not become
in communication, adaptability, responsibility, obsolete. It involves identifying the skills necessary for
collaboration, creativity, problem-solving, technological effective job performance, assessing the current competency
savviness, team-building, and project management. Despite level of the employee, and developing a plan to close any
these needs, prior studies reveal a significant disconnect skill gaps (Godse S. & Rajvanshi D. 2023).
between corporate expectations and the training provided by
management institutions (Fugate and Jefferson, 2001). Every technology company and team should conduct a
Corporates often express dissatisfaction with graduates’ lack skills gap analysis due to the rapid evolution of technology,
of employability skills, viewing management education as which can lead to certain technologies becoming outdated.
lagging behind global competitiveness standards. For instance, Java releases an updated version almost every
year. Consequently, products and teams reliant on Java must
However, academia and industry are increasingly update their features annually to remain relevant. With the
collaborating to bridge the skill gap. Innovative approaches rise of advanced technologies such as Artificial Intelligence
like continuing professional education, internships, case (AI), Machine Learning (ML), and the Internet of Things
studies, and simulations are being evaluated for their (IoT), continuous upskilling for technology-oriented teams
effectiveness in developing employability skills. This has become essential.
research aims to critically analyze the current scenario and
offer actionable insights to address these pressing Insights gained from skills gap analysis can inform all
challenges. Human Resource Management (HRM) projects and
decisions, including staffing, promotions, retraining, and
II. EMPLOYABILITY SKILL developing learning and development packages, as well as
GAP ANALYSIS leadership and succession planning. From a business
perspective, skills gap analysis is a critical process. Whether
The Employability Skills Gap Investigation is a you are a startup, a multinational corporation, a product or
strategic method for assessing and identifying the gaps in service company, or a business process management
your workforce's abilities. This analysis helps pinpoint the practitioner, the future of work will impact everyone.
differences between the current skills of employees and the
skills required to meet an organization's ongoing and future
goals. It serves as a strategic tool that enables the

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ISSN No:-2456-2165
Skill or competency gap analysis serves as a blueprint workforce. It lays the groundwork for a comprehensive
for transitioning your company from its current state to its readiness program that addresses skills gaps and outlines
desired future state, ensuring that employees’ skills remain measures to bridge them. Ultimately, skills gap analysis is a
up to date and relevant. Skills gap analysis—also referred to forward-looking approach designed to equip employees with
as skills gap analysis—categorizes employees’ current skills the necessary skills for realizing their full potential and
at team, job, and individual levels, aligning them with the guiding the company towards its desired future.
company’s future goals and aspirations.
A Step-by-Step Approach to Conducting an
When analyzing skills gaps, it is important to evaluate Employability Skills Gap Analysis Skill or competency
not only employees but also the company's processes, gapscan be identified through an efficient skills gap analysis
structures, and technologies in order to develop a unified process, which uses automated, state-of-the-art tools that
strategy. Conducting a skills gap analysis is the first step any help companies understand.
company should take to prepare for a future-ready

Fig 1 A Step-by-Step Approach

(Data Source: https://mettl.com)

 Why is a Skills Gap Analysis useful? companies. Moreover, 47% of employees prefer targeted
reskilling programs tailored to their specific needs and
 The Importance of Employability and Skills Gap aspirations. However, concerns such as the absence of
Analysis in Today's Workforce objective processes for skills gap analysis and secure
In the face of rapid automation and the ever-evolving methods for selecting candidates for retraining highlight the
nature of work, a comprehensive skills gap analysis has need for strategic refinement in these areas.
become a critical necessity. The future of work presents
significant challenges, with many jobs at risk of drastic  The Role of Skills Gap Analysis in Workforce
changes or outright elimination. As digitalization Development
accelerates, employees must engage in continuous training Skills gap analysis tools offer a structured approach to
and upskilling to remain relevant in the modern workplace. identifying opportunities for employee development,
Skills gap analysis offers a vital framework for bridging the optimizing processes, and ensuring organizational success in
divide between current capabilities and future demands, the future. These tools enable businesses to improve
helping companies adapt and thrive in the digital era. response times and implement changes effectively by
providing a clear, analytical view of their current workforce
According to Mercer’s 2020 Talent Assessment capabilities and future needs.
Practices Report, organizations have traditionally faced a
choice between hiring new talent and retraining existing  HR Planning and Workforce Alignment
employees. Increasingly, companies are turning to internal Conducting a skills gap analysis provides a holistic
talent development over external hiring, with around 80% of understanding of an organization’s workforce. It enables
organizations adopting this approach, as reported by Mettl. leaders to identify where employees excel and where skill
This shift places the responsibility for identifying and deficiencies exist, guiding decisions on promotions, training,
addressing skills gaps squarely on the shoulders of or recruitment. For instance, automating a customer billing

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Volume 9, Issue 12, December – 2024 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
process requires a detailed understanding of the current When applied sequentially, the research found that
system and tools in place. Similarly, workforce planning these filters result in an employable candidate pool of 20%
benefits from knowing employees’ skill levels to align them to 22% for the IT-BPM industry, which translates to
with broader organizational goals. approximately 600,000 to 700,000 candidates. With the
implementation of the National Occupational Standards
 Fostering Individual and Organizational Growth (NOS), we anticipate an approximate increase of 250% in
A well-executed skills gap analysis drives learning and the number of employable applicants for the IT Services,
development initiatives by tailoring them to specific needs. Core Engineering, R&D, and Software Products sectors.
Employees benefit by acquiring skills for higher-demand This growth could lead to an employable pool of around 1.8
roles or improving their performance in current positions. to 2 million candidates. Consequently, these initiatives are
Organizations, in turn, reap the rewards of an engaged, receiving strong support from the government, industry, and
skilled workforce, leading to improved job satisfaction, the educational community.
retention rates, and overall productivity.
III. RISE OF SKILL GAPS
 A Collaborative Advantage DURING COVID-19
Skill gap analysis creates a win-win scenario for both
employees and organizations. It empowers individuals by According to the data collected, youth employability
investing in their career development and enhances stands at 45.9%, which reflects a significant decrease from
organizational success by aligning employee growth with the previous year's rate of 46.2%. This decline can be
business objectives. Through structured analysis and attributed to the emergence of a skills gap, exacerbated by
targeted interventions, companies can foster a culture of the COVID-19 pandemic. As a result, there has been an
continuous improvement and readiness for future increase in demand for computer courses, language classes,
challenges. and online skill assessments.

 Competitive Advantage Local businesses have adapted by launching online

The foundational belief of skill gap documentation is stores, and various social organizations have emerged to
to stay gaining of the curve and not lose the edge in the connect these businesses with technology. The nature of
future of work. Ability gap examination ensures that your wireless communications has become a defining factor in
staff has the right set of innovative services that make them contemporary business transactions and operations. For
to work at their optimum size even amidst indeterminate recruiters, hiring potential employees during the pandemic
situations. This, in turn, will ascertain that your organization has been facilitated by internet connectivity and applicant
always plans and stays ahead of your competition. screening software. Technology streamlines numerous
organizational processes, significantly reducing the time
In summary, skills gap analysis is an indispensable tool professionals would typically spend on these tasks.
in today’s dynamic work environment. It not only enhances
workforce planning but also strengthens employee Moreover, interviewing multiple candidates
engagement and retention. By leveraging these insights, simultaneously has become possible through platforms like
organizations can build a sustainable path to success in an Zoom, Google Meet, and Microsoft Teams, which has
increasingly competitive and technologically advanced influenced organizations to focus on candidates with strong
world. technical skills. Employee training has also transitioned to
remote formats, often conducted via video calls. Once
 Analysis of Talent Supply and Demand (Employment employees qualify for a role, their training, onboarding, and
Requirements and Skill Gaps in the Indian IT- BPM) work are managed remotely.
The supply of graduate talent for the IT-BPM industry
is not limited to just engineers or technically skilled Establishing a direct correlation between technology
individuals. In fact, with the expanding scope of services and employability in India is crucial for understanding
offered by BPM—such as Economics, Medicine, and Law— future pathways. The employability landscape in India is
almost every profession is part of the potential talent pool. evolving with technology, making workplaces more
Out of the 5 to 5.5 million graduates passing out each year, collaborative and operations more efficient. The COVID-19
only about 600,000 to 700,000 are considered fit for pandemic has highlighted the central role of technology in
employment by Tier 1 and Tier 2 companies. This insight is everyday life.
based on research conducted with participation from
employers such as Infosys, TCS, HCL, Genpact, and  Talent Supply and Demand Analysis (Employment
Convergys. The research identified key factors used to filter Requirements and Skills Gap in Indian IT-BPM)
applicants during the recruitment process. The supply of graduates for the IT-BPM industry
extends beyond just engineers and technically skilled
 The Three Important Criteria for this Filtering are: individuals. The broad range of services offered by BPM—
which includes business, healthcare, law, and more—means
 Academic Performance that nearly every professional group can contribute to the
 General and Technical Aptitude talent pool. Each year, approximately 5 to 5.5 million
 Soft Skills graduates enter the job market; however, only around

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ISSN No:-2456-2165
600,000 to 700,000 of these graduates are considered software has allowed for the hiring of potential employees
employable by Tier 1 and Tier 2 companies. This even during the pandemic.
assessment is based on a survey that involved employers
such as Infosys, TCS, HCL, Genpact, and Convergys, and it Technology has streamlined many organizational
takes into account the criteria used to filter candidates processes that otherwise consume professionals’ personal
during the recruitment process. time. With the availability of platforms such as Zoom,
Google Meet, and Microsoft Teams, companies can conduct
 Three Key Factors were Identified in this Filtering interviews with multiple candidates simultaneously. This
Process: shift has influenced hiring practices by prioritizing
candidates with technical knowledge.
 Academic performance
 General and technical fit Furthermore, employee training for companies has
 Soft skills increasingly been conducted via conference calls. If an
employee is qualified for a role, training, onboarding, and
Research indicated that applying these filters work can all be accomplished remotely. Establishing a direct
sequentially results in a pool of 20-22% of candidates being link between technology and employability in India is
deemed employable within the IT-BPM industry. This crucial for paving the way forward. The employment
equates to around 600,000 to 700,000 employable landscape across India is evolving, with technology making
candidates. The introduction of the National Occupational the workplace more collaborative and operations more
Standards (NOS) is expected to boost the number of efficient. The COVID-19 pandemic has underscored the
employable applicants in IT services, core engineering, central role that technology plays in our daily lives.
research and development, and software products by
approximately 250%. This would raise the total number of Technology has streamlined many organizational
employable candidates to about 1.8 to 2 million. processes that previously consumed professionals’ personal
Consequently, these initiatives have garnered significant time. With platforms such as Zoom, Google Meet, and
attention from the government, industry stakeholders, and Microsoft Teams, companies can now conduct interviews
the education community. with multiple candidates simultaneously. This shift in
practice has placed greater emphasis on candidates with
 Widening Skills Gap due to COVID-19 technical knowledge.
According to the data collected, youth employability
stands at 45.9%, marking a significant decline from last Additionally, employee training is increasingly
year’s figure of 46.2%. This drop is attributed to the conducted via conference calls. When an employee is
emergence of a skills gap, exacerbated by the COVID-19 qualified for a role, training, onboarding, and work can all
pandemic. As a result, there has been an increased emphasis be accomplished remotely. Establishing a clear link between
on computer courses, language courses, and online skills technology and employability in India is essential for
assessments. progressing in the job market. The employment landscape
across India is evolving, with technology making the
Local businesses have pivoted to establishing online workplace more collaborative and operations more efficient.
stores, and numerous social organizations have been created The COVID-19 pandemic has highlighted the crucial role
to connect business and technology. The importance of that technology plays in our everyday lives.
wireless communication has become a key factor in modern
business transactions and operations. For recruiters, the  Change in Employability over the years: 2015-2021
advent of internet connectivity and applicant screening

Table 1 Year-on-year Change in Employability

Year Employability (Men + Women)
2015 36.07%
2016 38.11%
2017 40.44%
2018 42.08%
2019 45.88%
2020 46.30%
2021 40.13%
(Data Source: Statista.com)

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 Domain Wise Employability (2015 -2021):

Table 2 Domain Vs. Employability

Domain Name Year 
2015 2016 2017 2018 2019 2020 2021
BE/BTech 54.00% 52.58% 50.69% 51.52% 57.09% 49% 46.82%
MBA 43.99% 44.56% 42.28% 39.40% 36.44% 54.00% 46.59%
B.Arts 29.82% 27.11% 35.66% 37.39% 29.33% 48.00% 42.72%
B.Com 26.45% 20.58% 37.98% 33.93% 30.06% 47.00% 40.30%
B.Sc 38.41% 35.24% 31.76% 33.62% 47.37% 34.00% 30.34%
MCA 45.00% 39.81% 31.36% 43.85% 43.19% 25.00% 22.42%
IT 44.00% 40.90% 42.22% 29.46% N/A N/A N/A
Polytechnic 10.14% 15.89% 25.77% 32.67% 18.05% 32.00% 25.02%
B. Pharma 56.00% 40.62% 42.30% 47.78% 36.29% 45.00% 37.24%
(Data Source: Statista.com)

 Sectors that have Hired the Most (Top Sectors) - 2015-2021

Fig 2 Sector-Wise Hiring Trend from year 2015 till year 2021
(Data Source: Statista.com)

 Top Three States with Maximum Hiring Demand (from 2015 till year 2021)

Table 3 State-wise (Top 3 States) Hiring Demand

Sr. No. State
1 Delhi-NCR
2 Karnataka
3 Maharashtra
(Data Source: Statista.com)
 Top Three States with Maximum Supply of Employee Talent (from the year 2015 till year 2021)

Table 4 State-wise Supply of Employable Talents

Year Top Three States (with the maximum supply of employee talent)
1st State 2nd State 3rd State
2015 Delhi Orissa Uttar Pradesh
2016 Andhra Pradesh Uttar Pradesh Delhi
2017 Maharashtra Andhra Pradesh West Bengal
2018 Andhra Pradesh Delhi Gujarat
2019 Andhra Pradesh Delhi Uttar Pradesh
2020 Maharashtra Tamil Nadu Uttar Pradesh
2021 Delhi & NCR Orissa Uttar Pradesh
(Data Source: Statista.com)

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ISSN No:-2456-2165
 Gender Wise Employability and Participation at Work:

Table 5 Men vs. Women Employability and Participation at work-2015-2021

Year  2015 2016 2017 2018 2019 2020 2021
Men Employability % 34.26 36.26 40.00 46.00 46.15 45.60 39.00
Participation at Work% 70.00 68.00 71.00 77.00 75.00 77.00 64.00
Women Employability % 37.88 39.95 40.88 38.15 45.60 47.00 41.25
Participation at Work % 30.00 32.00 29.00 23.00 25.00 23.00 36.00
Average Employability 36.07 38.11 40.44 42.08 45.88 46.30 40.13
(Data Source: wheebox.com and statista.com)

Fig 3 Here is the bar chart showing the employability trends for men and women from 2015 to 2021,
along with a bell curve for average employability.

 Annual Developments in Youth Employment employable individuals. There is a significant demand for
The youth employment contribution rate decreased by skilled professionals in pharmaceuticals and healthcare,
0.9% in the first nine months of 2021 compared to 2020. while the software and IT industries are expected to hire
This trend poses significant challenges for very young more women in the coming year. The overall positive hiring
individuals aged 15 to 20. Secondary data from a survey of intention of 37% suggests that more men and women are
future professionals reveals that only 45.9% of young people being employed across various sectors. However, a striking
consider themselves highly employable. This figure is statistic reveals that women make up only 36% of the total
notably lower than in previous years, indicating a skills gap workforce, compared to 64% for men. Although this marks
in training (Godse V.P., Randive, A., & Rajvanshi, S.D., a considerable improvement over last year, there is still
2015). Despite this, the statistic remains encouraging, much work to be done regarding women's participation in
especially given that the average age in India is 26.8 years, the labor market. In 2015, the female participation rate was
which represents a substantial portion of the workforce in just over 30%.
South Asia’s densely populated subcontinent.
While the share of qualified women workers is higher
Interestingly, there are more women than men in the at 41.25% compared to 38.91% for men, the demand for
employable resource pool. While 41.25% of women are technical training remains strong for all aspiring skilled
deemed employable, only 38.91% of men are similarly workers and students. The increase in skilled women
identified. This is a positive statistic, particularly in the workers indicates underlying structural changes in the
context of global gender balance. In recent years, the Indian economy. The overall decline in the employability of
enrollment of women in universities and degree programs Indian male youth reflects the stringent measures imposed
has risen. Among aspiring professionals, B.Tech and MBA on education and industry during the lockdown and
graduates are viewed as the most employable talents in their subsequent pandemic-related restrictions.
respective industries.
To address the decline in overall youth employability,
States such as Maharashtra, Tamil Nadu, Uttar skill enhancement programs and targeted training initiatives
Pradesh, and Karnataka have the highest numbers of will play a pivotal role. Students from diverse disciplines are

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increasingly turning to online courses and training programs aggregate data on talent demand and supply in India,
to boost their employability. The ISR 2021 report examines highlighting the drivers of employability in the country and
aggregate data on talent demand and supply in India, providing consistent insights into changing national
shedding light on the key factors driving employability and employment trends. To understand the factors affecting
offering valuable insights into evolving employment trends employment and employability in India, it is crucial to
nationwide. Understanding the factors influencing analyze the industry-wide changes that have occurred over
employment and employability in India requires a thorough the past year due to the COVID-19 global pandemic.
analysis of the industry-wide changes triggered by the
COVID-19 global pandemic over the past year. Though there has been a stable rise in employability
from the year 2015 till 2020, conversely, there has been a
To combat the decline in overall youth employability, shrill decay in employability in the year 2021; the major
skill-upgradation programs, and employability training will reason for this may be recognized to the knock- on
be essential. Students across various disciplines are influences of the Corona Epidemic in the year 2020 and
increasingly enrolling in online courses and training 2021.
programs to enhance their employability. ISR 2021 analyzes

Fig 4 Graphical Representation of year wise trend in the Employability of Graduates & Post Graduates Passing out Across India

 Analysis of the National Employability Test In terms of regional talent, the cities with the highest
An assessment of available talent by the Wheebox employability rates are Maharashtra, Tamil Nadu, Uttar
National Employability Test (WNET) indicates that the Pradesh, and Karnataka, with Hyderabad, Bangalore, and
employability of Indian youth stands at 45.9%. The highest Pune being the top cities for employable talent. Notably,
percentage of employable individuals is found in the age Mumbai has dropped out of the list of the top 10 cities this
group of 18-21 years, while the employability rate for older year, while Hyderabad and Pune have emerged as leaders in
individuals is at 40%. This marks a significant decrease in offering a rich pool of employable resources.
the total number of employable youth compared to last
year's analysis, but it reflects the evolving age demographics Employability among women is higher than among
in the Indian job market. men, with 41.25% of women found to be employable
compared to 38.91% of men. This trend of increasing
To address this gap, reform measures are urgently employability among women has been consistent over the
needed at the grassroots level of the education system to past three years, suggesting that Indian women represent a
equip young students with the essential skills required for significant resource pool for industries in the near future.
in-demand career opportunities across various industries. Currently, men account for 64% of the workforce, while
B.Tech and MBA graduates currently have the highest women make up only 36%. However, Rajasthan has a
employability scores, sitting at 47%. In contrast, MBA higher rate of employable female candidates at 46.18%,
graduates held a notable lead last year with a score of 54%. followed by Telangana with 32.71%. Additionally, 85.92%
Candidates with degrees in MBA, B.Com, BA, and of candidates express a desire for corporate internship
B.Pharma are now among the top high-employability opportunities, indicating that India possesses a work-ready
resources, indicating an increasing number of candidates talent pool, even though they may lack practical experience.
entering not only the healthcare sector but also various
business industries in the coming years (Godse V.P.,
Randive, A., & Godse, S.S. 2015).

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IV. CONCLUSION [10]. Khaled Alshare et al (2018)- A Gap Analysis Of
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