The demand for a newer monitoring system to find higher ranking in the human capital index

The demand for a newer monitoring system to find higher ranking in the human capital index
The academia is the greatest engine of our system which is involved in the surplus production of human resources and innovations for continuous building of society. The academia is handling the greatest responsibility with an ever evolving system which has merits and demerits of its own. Since past few decades, the efficiency of the academic institution is being measured based on the marks/grades achieved by the learners, number of learners’ placement in jobs, infrastructure, accessibility, number of fund/grant acquisition, scholarships providence, paper publication, IP resources, research/social events conducted, cultural and sports development, other extra-curricular activities, etc.

Although there are many parameters existing to measure the efficiency, the major parameters considered for evaluation are very few, which include marks, job placements and infrastructure. The academic management is also principally driven based on these areas remarkably. In return, we have more good ranking institutions inland which makes the learners achieve more marks, get jobs and good infrastructure. But the global rankings are very different.

The recent report from world economic forum says that India’s position in the World Human Capital Index is 105 out of 130 listed countries. The human capital index typically deals with the fact that how an organisation utilises the human resource effectively towards innovation, competitiveness and accelerating growth. India is constantly slipping from the positions from 2013 when it was in 78th position.

Following the scenario, the government of India has put forth many initiatives and fine-tuned the existing system to solve the pitfalls and to rise in the overall position, which includes institutional ranking systems, infrastructure development, funding for tertiary education, educate in India movement, etc. However, the implementation of the same at the institutional level is always questionable.

This pitfall in the implementation of better strategies for improving the human resources at the institutional level is due to various factors. Some of them are:
  • Inadequate vision/mission towards long-term outcomes by the institutions
  • Lack/inefficiency of systemic process in learners’ development
  • Relatively low in number of trained and inspiring staffs
  • Less evolved academic management system to handle dynamism in growing educating system
  • Lack/less adaptation to growing technology resources in both management and learner level
  • Lack/inefficiency of the monitoring systems
  • Cultural and attitude changes of learners and society, etc.

  • Demand analysis
    With respect to the need for change in this scenario, many notable academic organisations have started moving towards major improvisation. However, the effects of the changes are not measured effectively. Although certain top tier institutions have customised measurement system already, the value of self, one-sided, less frequent (annual/quarterly) or opaque/low transparent evaluation is always less in comparison to the transparent, unbiased, multi-level and frequent (weekly/monthly) evaluation system.

    Possible solutions
    The multi-point evaluation should include the policy makers, implementers, institutional management and evaluators, and it should be transparent to the society. On a mission to reach the higher deck in the human capital index, our activities towards it and measurement of the outcomes from it should be done daily and weekly respectively and not in quarterly and annually basis. The public relations part of the institutions should play a vital role in channelising this monitoring through effective activity in cloud-based systems which would help predominantly in reaching out all the levels of the monitoring bodies and the society.

    Resolution point
    As a resolution point, the academia should move to develop and conduct courses aiming to produce the human resources with more knowledge, skills, innovating capabilities, transforming abilities, adapting growing/changing social environment, professional and ethical approach towards every opportunity and problem of the system, etc., and the monitoring system should be a transparent, unbiased, multi-level, highly frequented (weekly/monthly) and an open cloud-based evaluation system which could reach out the society 24X7.

    Expected outcomes
    This monitoring system may give us the ability to keep an effective eye on the transforming academia to evaluate its productivity, to develop newer plans and policies for the education development and eventually raise it to the higher deck in the human capital index.

    How to cite this article:
    Selvakumar Krishnamoorthy. The demand for a newer monitoring system to find higher ranking in the human capital index. BioLim O-Media. 20 August, 2017. 5(8).
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