The NSQF Dilemma – Degrees or Competencies

Indian Skilling Ecosystem & NSQF – A Quagmire

Various conversations with key stakeholders across Indian skilling landscape reveal sharp contrast between policy design and field implementation. Interactions with teams at NCVET and NSDC and also as an observer of their activities, highlight clear national blueprint aimed at unifying qualification standards.

However, direct feedback from Colleges, Schools, Technical and Vocational Education and Training institutions, referred to as TVETs, and Industry partners uncovers operational friction points. School administrators report resource constraints when rolling out early vocational modules. TVET centers express concerns regarding high capital expenditure needed for modern lab infrastructure. Colleges highlight administrative difficulties when mapping legacy curricula to credit standards. Private industry partners continue to voice skepticism regarding practical readiness of certified candidates.

National Skills Qualifications Framework, widely known as NSQF, has emerged as main backbone of Indian vocational education and training sector. Supported by National Education Policy 2020 and National Credit Framework, short for NCrF, NSQF is bridging gap between academic learning and practical vocational skills across country.`

Implementation of NSQF has picked up speed across multiple domains in India. Integration with school and higher education through NCrF allows students to move between academic and vocational streams without losing study time. Under Samagra Shiksha scheme, over 25,000 schools across Indian states now offer NSQF aligned vocational courses covering more than 130 job roles.

Ministry of Skill Development and Entrepreneurship together with National Council for Vocational Education and Training, known as NCVET, has rationalized old qualifications. Outdated courses are removed, making space for modern domains like Artificial Intelligence, Green Energy, Cybersecurity, Cloud Computing, and Drone Technology.

Major national skilling schemes like Pradhan Mantri Kaushal Vikas Yojana, Industrial Training Institutes, and PM Vishwakarma mandatory map their curriculum to NSQF levels. Skill India Digital Hub platform enables seamless digital certification and tracking for learners across country. Furthermore, Recognition of Prior Learning allows millions of informal workers and traditional Indian artisans to get official NSQF certificates based on existing workplace skills.

Despite ambitious structural reforms under NSQF and National Credit Framework, several deep-rooted systemic bottlenecks continue to slow down real ground impact. Primary issue remains social mindset surrounding vocational training, which is still widely viewed as secondary alternative for students who fail in general academic streams. This perception gap severely dampens student enrolment numbers and reduces willingness of parents to choose skill courses early in school life.

On industry front, major disconnect exists between official NSQF certifications and private sector hiring criteria. While government departments and public sector undertakings recognize NSQF levels, private employers across India still rely heavily on traditional university degrees or conduct separate internal tests, largely ignoring NSQF level scores during recruitment.

Fragmented governance among various awarding bodies and state level training missions often leads to compliance focused implementation rather than outcome-based learning. Many training providers focus on completing mandatory short-term targets to claim government subsidies instead of tracking long term job placement or wage growth.

Quality of infrastructure and availability of certified trainers present another massive operational challenge, particularly across tier two and tier three towns. Trainers themselves often lack exposure to modern industrial tools and digital tools, leaving students with theoretical knowledge rather than true practical competencies.

Lastly, execution of seamless credit transfers under NCrF requires high level of digital readiness and administrative alignment across universities, ITIs, and school boards. Many higher educational institutions lack necessary operational guidelines or motivation to grant lateral entries to vocational diploma holders, creating friction in multiple entry and exit pathways envisioned by National Education Policy.

Sector Skill Councils, commonly called SSCs, act as crucial bridge between Indian industry requirements and skilling standards. Operating under regulation of NCVET, SSCs shape quality and relevance of skill training in India.

SSCs define job roles and performance standards across more than 30 major sectors including Automotive, Healthcare, Retail, Electronics, and IT-ITeS. These standards form base for Qualification Packs approved by NCVET.

SSCs continuously update curriculum to match future industry needs like Green Hydrogen and Electric Vehicles. Leading corporate houses and original equipment manufacturers partner directly with SSCs to align in-house employee training with national standards. SSCs also supervise independent assessment agencies to conduct outcome-based practical tests across training centers.

National Credit Framework unifies credit allocation across school education, higher education, and vocational training in India.

One credit equals roughly 30 hours of total learning effort. One full academic year of 1,200 learning hours translates to 40 credits.

Learning TypeHours per WeekCredits Earned
Theory or Lecture1 hour1 Credit
Practical or Lab Work2 hours1 Credit
On the Job Training / Field Work3 hours1 Credit
3 Month ApprenticeshipFull Duration10 Credits
NCrF LevelQualification / Education Stage
Level 8.0  Doctoral or Post Doctoral Studies
Level 7.0  Master Degree or Advanced Vocational
Level 6.0  Bachelor Degree 4th Year Honours
Level 5.5  Bachelor Degree 3rd Year
Level 5.0  Diploma or Higher Vocational Training
Level 4.5  Undergraduate Certificate
Level 4.0  Class 12 or ITI National Trade Certificate
Level 3.0  Class 10 or Foundation Skills

Equating NSQF competency levels directly to standard educational qualifications like Class 10, Class 12, or Bachelor degrees risks undermining fundamental purpose of skill framework. Main objective of NSQF is to measure practical capability, hands on mastery, and workplace performance rather than classroom seat time or academic test scores. When skill levels are strictly mapped to formal academic degrees, system shifts focus back to earning certificates rather than demonstrating actual workplace competence. Training providers end up designing courses to meet traditional academic equivalency guidelines instead of customizing learning to dynamic industry needs. This approach reduces NSQF to mere degree equivalent system, encouraging rote memorization and academic bureaucracy while leaving core issue of industry unemployability unaddressed.

Every student gets unique APAAR ID linked to Academic Bank of Credits. Earned credits from ITIs, school vocational courses, or university programs deposit digitally into this account.

Students can easily transfer credits between general academic subjects and vocational courses. Higher Education Institutions allow up to 50 percent of total degree credits through NSQF aligned vocational courses, internships, or industrial apprenticeships.

Multiple entry and exit options allow student to leave degree program after first year with certificate, work in industry, and return later to resume higher studies using accumulated credits. Workplace knowledge acquired without formal education can also be evaluated through RPL assessment and credited directly to student account.

Implementation of Multiple Entry and Multiple Exit, commonly called MEME, remains one of most struggling components within Indian higher education and skilling frameworks. Designed under National Education Policy 2020 to offer flexible learning pathways, ground execution suffers from massive institutional hesitation and logistical barriers.

NEP Implementation MetricCurrent Adoption Level
Higher Education Institutions offering MEME36 percent
ABC Registered HEIs maintaining active credit logs64 percent
Universities fully adopting NCrF frameworkUnder 7 percent

National implementation studies show only 36 percent of Higher Education Institutions across Indian states have actually operationalized multiple exit options for their students. Furthermore, while over 2,800 institutions registered on Academic Bank of Credits platform, under 7 percent of registered universities have integrated full NCrF equivalence guidelines required for seamless credit mobility. Nearly 36 percent of registered institutions fail to update active credit records on ABC portal, making cross-university student transfers nearly impossible in practice.

Root cause of poor adoption lies in administrative complexity and lack of trust among academic bodies. Most top rank universities hesitate to accept re-entry students from other regional colleges, fearing diluted academic standards. Each institution requires setting up independent Equivalence Committees to manually evaluate prior credits, creating massive red tape and processing delays.

Additionally, industry value of exit awards like Undergraduate Certificates after year one or Diplomas after year two remains unproven. Private sector recruiters rarely view one year certificate holders as job ready graduates, forcing most students to complete full four year degree without opting for early exit options.

Transforming Indian skilling landscape from policy vision into functional reality requires closing implementation gaps across all ecosystem players. While foundational frameworks like NSQF, NCrF, and credit banking systems offer promising architecture, true success depends on active collaboration among regulators, educational institutions, and private industry. National level bodies like NCVET and NSDC must streamline accreditation processes while encouraging universities and TVET institutions to simplify credit transfers. Simultaneously, private sector employers need to align entry level hiring requirements with NSQF competencies rather than relying strictly on conventional degrees. Addressing social perceptions around vocational education, strengthening teacher training quality, and establishing clear industry recognition for exit certificates will ensure Indian youth gain meaningful employability through seamless skill pathways.

PM-SETU: Ratios Matter

Indisciminate Increase of Load on the Hub

PM-SETU Scheme

Pradhan Mantri Skilling and Employability Transformation through Upgraded ITIs program aims to completely upgrade government industrial training institutes across country. Main goal is modernizing technical education so students learn modern skills needed for jobs today. Government wants to build strong network where students from different areas easily access high quality training facilities and expert teachers.

Hub and Spoke Cluster Architecture

Program uses special network design known as hub and spoke model. Overall plan upgrades 1,000 government institutes structured into 200 central hub institutes connected with 800 supporting spoke institutes. Standard setup links 4 spoke institutes to 1 central hub. States and union territories can adjust layout based on local needs. North Eastern region and hilly states use mini hubs with relaxed rules to handle tough geographical terrain.

Financial Outlay and Budgeting

Government fixes maximum money for single central hub at ₹81 crores over 5 years. Funding follows 3-way sharing model where central government gives up to ₹40 crores while state government provides ₹30 crores and industry partner brings ₹11 crores. Every single supporting spoke institute gets budget capped at ₹40 crores over 5 years with center giving ₹18 crores, state providing ₹17 crores, and industry contributing ₹5 crores. Total budget for standard cluster with 1 hub and 4 spokes reaches ₹241 crores evaluated through strategic investment plan.

Funding Mechanics and Rules

Money from center, state, and industry goes into special bank account called escrow account managed by special purpose vehicle. Release of funds depends entirely on strict performance rules. Institutes receive initial 10% advance payment first. Next yearly funds depend on maintaining at least 75% money usage and achieving target performance goals.

Operational Challenges in Expanded Clusters

Adding extra spoke institutes beyond standard 4 limit creates serious practical problems across daily administration, technical training, and student mobility. When administrators stretch hub-and-spoke ratio to 5, 6, or more spokes, system faces severe stress points:

  • Physical Overload of Advanced Machinery: Central hub acts as center of excellence housing high-end equipment, specialized production units, and advanced toolrooms. Managing practical training sessions for students coming from too many extra institutes overloads physical capacity of hub workshop and leads to frequent equipment breakdown.
  • Severe Commuting Hardship and Travel Strain: Wider geographical radius increases travel distance between outlying spoke institutes and central hub. Students and faculty members waste precious academic hours traveling long distances just to access specialized labs or mandatory practical training modules.
  • Diluted Administrative Oversight: Management committee and special purpose vehicle face immense difficulty maintaining close supervision over numerous disparate campuses. Continuous monitoring of key performance indicators, attendance tracking, and quality audits becomes weak and ineffective across scattered institutes.
  • Industry Partner Disengagement: Anchor industry partners committed to specific cluster configurations find it hard to manage joint placements, curriculum alignment, and apprentice tracking when student volume exceeds planned capacity. Overstretched batches reduce individual attention from corporate mentors.
  • Faculty Burnout and Resource Shortage: Expert trainers based at central hub struggle to split their teaching schedules effectively among too many outlying spokes. Traveling instructors face exhaustion, leading to irregular classes and poor delivery of advanced technical concepts.
  • Severe Financial and Infrastructure Imbalance: Spreading fixed capital budget across inflated number of institutes leaves laboratories underfunded and libraries short of resources. Adding extra spokes without increasing hub budget creates major financial gaps and severely hurts overall training quality.

Strategic Priority for High Student Density

Any necessary adjustment in hub-and-spoke ratio must lean strictly toward a higher configuration rather than a lower one, particularly in densely populated urban and semi-urban student regions. Expanding the operational radius downward by packing fewer institutes into a hub underutilizes high-end infrastructure, which still is better than stressing the resources by lowering the ratio, whereas prioritizing higher capacity ensures that massive student enrollments receive adequate technical exposure. Managing high student density effectively requires robust structural reinforcement and proportional budget scaling so that swelling trainee numbers never overwhelm central hub facilities.

Detailed Cost Impact of Adding Spokes

Hub institute works both as normal training center and as central hub supporting other spokes. Dividing ₹81 crores across 5 units including hub itself, means about ₹16.2 crores supports each unit. If cluster adds more spoke institutes instead of standard 4, hub requires extra investment to keep distribution fair. Adding extra spokes without increasing hub budget creates major financial imbalance and hurts training quality. Typically for each Spoke ITI added to the hub should call for additional outlay of ₹16.2 Crore at hub ITI and ₹40 Crore each for the added Spoke ITI

Conclusion and Need for Rigorous Implementation

Protecting original design and rules of PM SETU program remains extremely important to prevent past failures where huge money spent produced poor results. Changing core structural ratios or financial safety limits risks repeating old mistakes of spending funds without achieving real skill development or employment targets. Keeping strict hub and spoke framework ensures proper resource use and strong accountability.

Adios Amigos – Concluding An Incredible Chapter

As I prepare to conclude my tenure at NTTF on September 30, 2026, I look back with immense gratitude and deep fulfillment after an eventful and fulfilling journey spanning three distinct innings, the best of which was the 2nd one, right amidst students and with the best team I ever was associated with. One common thread in all three innings is “everyone & everything here gives anyone an opportunity to learn, unlearn and relearn”

Thank you Team

Tribute to Our Early Leadership

I want to offer my deepest tribute and respects to our earlier leadership who were instrumental in sparking my keen interest and urge to be part of this wonderful organisation despite it not being so financially rewarding as defined by the material world.

Last Picture of the Leadership Team with Late Dr Reguraj

My heartfelt gratitude goes to Late Dr. Reguraj—the true Vishwakarma of India’s skill development whose inspiring legacy at NTTF captured by me in this reflection on Dr. Reguraj’s legacy together with Mr. Arulselvan, Mr Louis, Mr. K. Venugopal, Mr. Rajagopal, and the late Mr. Anil Kumar, (who together with Dr. Reguraj were instrumental in me quitting an IT major and joining NTTF). Not to forget super seniors like Mr Ramachandran, Mr Madhu, Mr Cheriyan, Mr Gibson who sacrficed golden opportunties to dedicate significant part of their lives in service of NTTF. Being part of a system creating immense social impact and transformational value was an incentive that easily beat all personal financial gains.

Memories From Electronic City Campus

Here is the Reason why I wanted come back to campus every morning (to the extent I hated holidays)

The core academic and support team at the Electronic City Campus remains exceptionally close to my heart. During my time here as Principal, I had the privilege of leading a team of over 130 members, which stands out as the best phase of my 39 years of professional life. We recently created a WhatsApp group called “Golden Years,” and everyone joined overnight, which indicates the level of bonding we still share today. Cannot forget support function colleagues like Srikant, Anthony Raj, Sada, Senthil, Wardens etc both in NEC and also some lovely people in the corporate support functions. They made this humongous task look so easy and most importantly enjoyable.

My journey was also immensely enriched by colleagues from other units especially Kalpana, Jayaraj, Rajasekaran, Noble Peter, Preetha, Satish Joshi, Nidhin, and Joby, with whom I shared unforgettable conversations, collaborations, and camaraderie along the way.

However, it was not all hunky-dory, beginning with a literal initiation by fire when the Electronic City Campus, not until then known for being overly disciplined, faced a turbulent period with trainees resorting to a forced closure of the campus for a longer unauthorized vacation. Thanks to my incredible team, alongside Dr. Reguraj, Mr. Arulselvan, and Mr. Venugopal who stood by me steadfastly, we took unprecedented disciplinary action that ensured we never faced similar issues thereafter. Yet, the path also brought profound personal grief and heartbreaking tests of resilience. I sadly lost a total of five dear students to tragic accidents, a couple more to personal and family struggles where they took their own lives at home, and another precious student to a congenital heart condition. These unimaginable losses nearly broke me, making me question whether trading the corporate world for academia was truly worth it. It was Dr. Reguraj’s timely, grounding intervention that pulled me through when he gently asked, “What happens to the other 1,600+? Aren’t they your children and important too?”, a perspective that forever reshaped my dedication.

Skill Development And Digital Growth

Coming back to my latest innings, again out of pure love for this organisaiton and total respects for Dr Reguraj (I remember the efforts of Ms Freeda during this phase – convincing and almost forcing me to hop on and let things happen), Brought in for playing an active part in the skill development SBU team that was a core part of my responsibilities. Together, we managed to turn things around and perform exceptionally well, until my heart went out due to some development (absolutely due to personal values and principles and not due to any other professional reasons) since April 2025, making it wise to call it a day when the going was good.

Serving as Head of Digital Properties along with Samyuktha also offered a wonderful journey of digital transformation where I could bring in my earlier IT process experience and it indeed was a fruitful and goal driven role. Handling the Life Long Learning Centre further added a completely new dimension to my career outlook, while coordinating alumni relations allowed me to connect with so many distinguished alumni, and happy outcome was an exponential increase in alumni engagement. Thank you dear colleagues in all these functions – you made handling these roles a cakewalk and successful. A huge decision to quit IT world and switch to financially non-remunerative and hitherto new domain (Skill Development) was largely due to unconditional and unflinching support of the Alums from the initial batches of NEC, who simply kept on cheering me up, especially when things looked gloomy. Thanks Sudha, Jay, Nagaraj, Joseph, Chip and Aparna (my better half) for their invaluable support at all stages that helped me deliver excellence in a place that was almost written off.

Philanthropy & Livelihood

I also received the rare opportunity to engage with big-ticket philanthropists and corporate CSR honchos who left an indelible mark on my thought process in this material world. I learned and attempted to imbibe what “Selfless Giving or Nishkama Karma (तस्मादसक्तः सततं कार्यं कर्म समाचर)” means. I particularly recall fondly the impact of M/s Hemant & Manikandan of Redington Foundation, Mr Rao of Volvo Trust, Rimy & Hitesh, CSR Leadership of IOCL, BPCL, GAIL, NMDC and many many others, on my thought process in this regard. Special Thanks also to Mr Sivakumar, Mr Sathyan, Mr Shirish, Mr NN Rao, Mr. Misra, Mr Ranjan, Mr Rajesh, Mr Nihar, Mr Kamat and so many who went out of their way to help me achieve bigger altruistic goals. A special note of gratitude goes out to all of you who placed your trust in us to deliver impactful social impact projects under your CSR Programs. I am equally thankful to the bureaucrats (IAS officers) and government officials, Ministers of Karnataka, Kerala, Tamil Nadu, Odisha, Bihar and Haryana to name a few whose continuous encouragement, guidance, and drive pushed us toward excellence while creating a lasting, meaningful impact on our beneficiaries. I cannot forget the earlier days working closely with Shri Subbaiah Sankaran, IAS who ignited the spark to focus on disadvantages and under-served communities

Student Success

Above all, thousands of my dearest students who were the absolute best part of the journey. Hearing their success stories or meeting them in airports made every single struggle and effort completely worthwhile. Seeing bright young minds like Vivek, Saikripa, Rohit, Alekhya, and Dhanush—to name just a few evolve into confident professionals, entrepreneurs and soaring achievers has been the ultimate reward, reflecting the true soul of NTTF’s mission.

Captain & Friend for Life

This expression of gratitude will not be complete if I did not write a note of appreciation to Ravi Tennety, the Managing Director. The organisation’s recent accomplishments are not just milestones, they were manifestations of efforts rooted in integrity and guided by a vision for the greater good, making success inevitable. It is indeed raining achievements, each one a reflection of thoughtful strategy, responsive governance, and a deep understanding of internal and external community needs. The winning factor has been an exemplary leadership of honesty, adaptability, and foresight, fostering an environment where innovation thrives, individuals are empowered, and in a contest between process and person, the process wins. Moving from ad-hocism to predictability, the institution now thrives in this comfort zone, with the ripple effects visible in unthinkably quick turnarounds and transformed lives. Though our formal association has been short, it has been sweet, profound, and deeply transformative. Ravi is an extraordinary human being, a great associate, and a friend for life truly, but for his stellar mentorship and persuasion, this good bye post would have come about in January 2025 itself! Thank you Ravi for Being you. I am sure each one in NTTF would agree when I say that organisation is lucky to have you around as the Captain. It is a cinch that under your leadership, NTTF has only way to go: Up, Up and Up right to the skies. Good Luck dear Friend!

Finally…

Signing off on a Philosophical note, since many of my colleagues here, sooner than later would be at similar crossroads hitting the wrong side of age. Please note this amazing piece of wisdom was given by my Gurudev – coincidentally it was in 2017 when I moved on from NTTF after a memorable 2nd innings.

May 4th 2017

Life moves through endless circles of hello and goodbye. Whether leaving a cherished office desk or bidding farewell to dear friends at a railway platform, separation carries a quiet weight. Yet wisdom reminds us that endings are merely transitions. Just as Ganesha removes obstacles to clear new paths, every farewell opens a fresh chapter written by destiny. Letting go is not loss, it is making space for new beginnings. Every handshake and last wave carries blessings of Maa Saraswati through knowledge gained and shared during the journey.

Making space for New beginnings

The hardest part of any great tenure isn’t learning how to lead, it’s knowing precisely when to leave.

In Indian tradition, life is measured in Ashramas, Dharmic chapters or stages of one’s life. The Grihastha (householder) doesn’t linger indefinitely in the seat of authority, there is a sacred grace in stepping back while the steps are still steady and the mind is still sharp.

There is an old story of a master craftsman who spent decades shaping a temple’s final spire. When the stone was set and the mortar dried, he didn’t pick up his chisel to carve his name. He simply laid his tools down on the workbench, walked out the gates at sunrise, and never looked back. Not because his work was finished (art is never truly finished) but because the structure no longer needed his hands. In fact, it needed his absence to breathe on its own.

Leaving before the door is closed for you is the ultimate luxury of timing. It transforms an ending from an exit into a passage, leaving behind a legacy that stands upright, and stepping forward into the next sunrise with empty hands ready for new work.

As has happened earlier in my life and with this organisation too, physical distance never diminishes genuine bonds. Goodbyes are only temporary pauses in a lifelong symphony. Just as rivers eventually merge into the boundless ocean, every parted soul finds its way back through memories and love. Walking forward with a light heart, trusting that every goodbye prepares the spirit for a glorious hello. So Until the next Hello,

Each one of us in these pictures continue to be connected and in regular touch even today