How AISECT Is Bridging Skill Gap, Leveraging Tech For Empowering Northeast Youth?

Guwahati: AISECT, a social enterprise providing ICT services to rural and semi-urban areas of India. Established in 1985, it aims to bridge the digital divide by offering computer education, skills-based training, and job placement. AISECT has already trained over 26 lakh people at 31,000 centres across states and union territories and plans to empower the next generation of youth with the right skills, exposure, and cultural identities.

Business North East (BNE) had an exclusive conversation with Siddhartha Chaturvedi, Executive Vice President (Strategy and Operations), who discussed plans across India. The interview took place against the backdrop of the Skill Provider Centres and North East State Teams Meet held on November 19 in Guwahati.

Excerpts of the interview:

BNE: Please tell us about AISECT and its vision

Siddharth Chaturvedi: AISECT is a social enterprise, and we work with the vision of creating impact in the social sector. We focus on skills development, higher education, financial inclusion, and capacity building for students and Self Help Groups (SHGs). Additionally, we work in technology areas like online learning and job aggregation. We aim to empower rural communities, youth, and entrepreneurs, helping them participate in India's growth. We recently held a two-day conclave for our partners from the northeastern region. This consultative meeting aimed to gather new ideas and feedback on expanding our services and collaborating with local ecosystem players to bring national-level initiatives to the northeast region.

BNE: Can you please tell us about your long-term plan for skill education across India?

Siddharth Chaturvedi: AISECT believes skills are crucial for driving change and supporting India's vision of becoming a developed nation. With over 54% of the population under 25 years of age, we have a significant workforce that needs to be skilled. We focus on entry-level skills for mass jobs and future skills in cybersecurity, AI, data science, and machine learning. We also run programs to connect women with skills, aiming to increase their participation in the workforce. Our initiatives include integrating skills with formal education, working with schools and higher education institutions, and promoting apprenticeships to provide on-the-job training.

BNE: How is AISECT trying to expand in rural or underserved areas, and how are technology and digital platforms helping?

Siddharth Chaturvedi: From the beginning, AISECT has focused on rural and semi-urban parts of the country. We are present in almost 400 districts and 2,000 blocks across India. Our centres in various panchayats help us work at the grassroots level. We identify administrative structures and potential areas for services through primary surveys and secondary data. Our field teams help onboard new partners, and we continuously expand our service offerings. We have evolved from opening common service centres to working with UID enrollments and banking kiosks, providing continuous support and engagement to our partners.

BNE: How is AISECT bridging the gap between traditional education and industry-required skills?

Siddharth Chaturvedi: Unfortunately, India has had separate silos for vocational training and formal education. Recently, government guidelines have introduced multi-entry and multi-exit provisions, allowing seamless transitions between vocational training and formal education. We embed skill programs in our higher education courses to enhance employability and provide additional certifications. At the school level, we offer vocational training and conduct placement drives for students who prefer employment over higher education. By integrating skills into formal education, we aim to make skills a mainstream topic.

BNE: Could you share the types of collaborations AISECT is pursuing or has established to enhance vocational training and development?

Siddharth Chaturvedi: We collaborate with industry partners to gather demand, customize programs, and place students. We also work with CSR and foundation firms to run large-scale livelihood and employability programs. Additionally, we partner with government and semi-government organizations for upskilling and employability projects. Our internal think tank constantly researches market trends to develop new programs. This ecosystem allows us to collaborate effectively and launch new initiatives.

BNE: How is AISECT leveraging new technologies like AI, data analysis, and machine technology to benefit beneficiaries?

Siddharth Chaturvedi: We have set up a school of AVGC (Animation, Visual Effects, Gaming, and Comics) to provide skilling programs with live on-the-job training. Students can do internships with studios while studying. The AVGC sector has been identified as a sunrise sector in India. We also offer programs on cybersecurity, AR, and VR, which are in high demand. Additionally, we have introduced courses for e-waste recycling technicians. We aim to be agile and forward-looking in identifying future skills and technologies to create relevant programs.

ALSO READ: Davaindia To Hire Local Pharmacists, Provide Affordable Healthcare In Northeast

BNE: What challenges does AISECT face in scaling up its projects, particularly in infrastructure development, funding, and policy changes?

Siddharth Chaturvedi: There are several challenges, including societal issues like the mindset and aspirational gap regarding vocational training. Access to capital and funding for scaling successful initiatives to other regions is another challenge. Technology can help identify and connect successful initiatives with investors and agencies willing to support them. Currently, much good work is happening in silos and on a small scale, but many initiatives struggle to scale up.

BNE: How is AISECT incorporating corporate social responsibility (CSR) into its model, and how are these initiatives benefiting rural and urban areas?

Siddharth Chaturvedi: CSR has been a game changer for AISECT. We have partnered with large corporates and medium-sized companies to guide them in investing their CSR budgets effectively. Through CSR funding, we have implemented innovative projects in rural areas with organizations like Coal India Limited and SBI. Properly utilizing CSR budgets can significantly impact local challenges and problems. While global foundations provide substantial funding, India has a growing philanthropic capital that can be channeled to address our own challenges.