Skilling youth for India’s growth

Economic growth is a prerequisite though not the only factor for increasing productive employment.  It is the combined result of increase in employment and increase in labour productivity and, in the run-up to becoming a 5 trillion economy, India must strive to create an enabling environment for efficient and employment-rich economic growth.  

With a rise in the share of service sector in India’s economy, future growth is likely to be driven by jobs in this sector. But to create inclusive growth in the sector, it is imperative to increase access to skilling opportunities be it cognitive, social & behavioural, or technical & vocational skills. 

And, it is here that the Indian skills ecosystem faces a challenge of low skill equilibrium trap – a mismatch of demand and supply of skilled workforce. On one hand, opportunities lie vacant because of scarcity of skilled workers while on the other hand, youth are often found working in jobs that they are vastly overqualified for.  

Various reports have highlighted regional differences in skilling and labour force participation across India and the heterogeneity of informal workforce participation in the country. Throughout the 21st Century we have been talking about reaping the benefits of the country’s “demographic dividend” – a term which stands for a situation wherein the working population of a country is higher than the dependent population.  

To make the most of this opportunity, several policies and schemes have been announced over the years with Skill India campaign in 2015 being one to help connect skilled youth to markets. One of the important aspects being addressed is the standardisation and introduction of common norms for skills, competencies, occupational standards, and training activities through a National Skills Qualification Framework (NSQF) and Sector Skill Councils (SSCs).  Another important avenue in the employment space is encouraging enterprise development/self-employment. The government has been working in this direction by providing an enabling environment, access to finance and facilitating incubation of start-ups.  

With the growing awareness and engagement of private sector complementing the skill development efforts of the government, a rise in number of skill-based industries and entrepreneurship development is being observed. The increasing number of unicorns and decacorns in India are expected to create jobs directly or indirectly in the future.  

While these are encouraging trends, achievement of inclusive growth would remain an elusive target unless participation of women in skilled workforces increases. Evidence indicates that girls’ participation in technical and vocational education has remained significantly lower compared to boys. The current state of unequal participation and career progression among girls calls for a need to ascertain policy approaches to promote access to skilling opportunities for girls right from school. Curriculum planning and competency mapping relevant to employability and job readiness are important policy decisions that can support women’s participation and skill level in the workforce. Further, incentivising girls’ participation in technical and vocational education can also outweigh effects of social practices limiting girls’ participation in skillful workforces.  Coupled with this, strengthened vocational training in schools can help transition those wishing to enter formal as well as informal sectors.  

With schools as centres of skill-learning, startups as foundation of future of job creation, it is equally  

important to move beyond a handful of urban clusters and look at Tier 2, Tier 3 cities and rural areas.  

Be it making youth future ready with digital skills, wider acceptance of interdisciplinary fields (provided they receive education that recognises the importance of interdisciplinarity) and hyper-specialisation, supporting improvement with market linkages with FPOs, skilling throughout life is critical for youth to keep up with the dynamism of job market.  With a significant opportunity presenting itself in the form of industry 4.0 which is expected to create a new range of jobs, intensive skilling efforts are required to ensure that youth are qualified and ready for it. And, the time is ripe for sustained efforts to create a skilled young population to drive growth and prosperity in India. 

Anand Roop

Anandroop Bahadur

Group Head – Human Resources

Expertise

Human Resource Expertise, HR Strategy, Oragnisational Design, Talent & Leadership Development, Policy Governance

Anandroop Bahadur is a seasoned HR leader and strategic advisor with nearly two decades of experience across the development, consulting, and social impact ecosystem. She brings a strong blend of deep technical HR expertise, organizational design acumen, and a people-centric ethos to her work.

At IPE Global, Anandroop leads the Group Human Resources function across IPE Global and its associated entities, including Triple Line Consulting and IPE Africa. Her focus is on strengthening organizational foundations, enabling leadership effectiveness, and building scalable people systems aligned with the organisation’s global growth ambitions. Her remit spans HR strategy, organizational design, talent and leadership development, compensation and performance frameworks, policy governance, safeguarding, and culture integration across geographies.

Over the course of her career, Anandroop has held senior HR leadership and consulting roles with organisations such as Clinton Health Access Initiative (CHAI), Ford Foundation, NASSCOM Foundation, Central Square Foundation, Amity Education Group, and other international institutions. She has advised leadership teams and boards through periods of scale, transition, and transformation, and has led HR operations in high-growth, high-complexity environments.

She holds an Executive Degree in Human Resources from XLRI Jamshedpur and is a SHRM–SCP (Senior Certified Professional), reflecting her grounding in global HR standards and best practices. She has also completed advanced executive and leadership programmes, including training in coaching and organisational transformation, and is an ICF-trained executive coach, currently working towards her ACC credential.

 

Nikos Papachristodoulou

Nikos Papachristodoulou

Director

Expertise

Urban, Infrastructure, Disaster and Climate Resilience, Inclusive Growth

Nikos has expertise in urban and regional economic development, infrastructure, disaster and climate resilience, and inclusive growth. He oversees and manages projects for Triple Line’s cities and infrastructure portfolio.

Nikos is an urban specialist, with principal areas of expertise in urban and regional economic development, infrastructure, disaster and climate resilience, and inclusive growth. Over the past 12 years he has worked for a range of clients including the World Bank, FCDO, EU, USAID, Cities Alliance, Global Green Growth Institute (GGGI), Norwegian Refugee Council (NRC), and local authorities.

Nikos’s work has incorporated the full spectrum of the project cycle, from analytics and programme scoping and design, through implementation, and evaluation and learning.

He has a high level of familiarity with HMG business cases and ODA eligibility criteria having led and supported the development of FCDO’s urbanisation strategy and options for future investments in Somalia’s cities, Prosperity Fund Global Future Cities Programme (GFCP) scoping in Nigeria, and the development of the business case for an urban resilience programme in Tanzania.

Nikos also brings excellent understanding of World Bank latest trends and procedures as a result of his involvement in a number of analytics and technical assistance projects, including on informal settlements upgrading in Mogadishu, climate change adaptation planning in Latin American and Caribbean cities, assessment of the climate resilience of Dar es Salaam’s transport infrastructure, spatial development in Nigeria, and preparation of a handbook on integrated urban flood risk management.

Nikos holds a BSc in Economics from the University of Piraeus and an MSc in Social Development Practice from the Development Planning Unit at University College London (UCL).

 

Ricardo Pinto

Ricardo Pinto

Associate Director

Expertise

Private Sector Development, Regulatory Reform, Regional and Local Economy

Ricardo has 35 years´ experience in private sector development, regulatory reform, regional and local economic development in the European Union, Western Balkans, Easter Partnership Countries, Middle East, Africa, etc. He is tasked with developing our strategic operations in continental Europe and Ukraine.

Ricardo is a seasoned international development professional with over 30 years of experience designing and delivering Private Sector Development and economic growth initiatives across more than 50 countries spanning Central, Eastern and Southeast Europe, the CIS, Africa, MEDA, and Asia. He holds both a bachelor’s degree and PhD from the London School of Economics and Political Science (LSE) and is a Certified Management Consultant (CMC).

Ricardo brings a unique combination of strategic insight and practical implementation expertise. He has led high-impact assignments for key development institutions, including the European Commission, OECD, GIZ, FCDO/DFID, UNDP, UNCTAD, EBRD, ILO, ADB, World Bank, USAID, and Danida.

With a deep and practical understanding of institutional architecture, policy environment, and post-conflict recovery dynamics, and a career spanning over 30 years across transition economies, Ricardo brings not only technical depth but also a trusted reputation among donors, policymakers and peers.He is leading Triple Line’s strategic expansion into continental Europe, including Ukraine, while strengthening our credibility across the broader region and beyond. Proven Expertise Across Our Core Pillars. Ricardo’s work focuses on the areas central to Triple Line’s evolving service offering: Governance & Institutional Reform: advising public institutions on regulatory impact, policy reform, and donor coordination, Private Sector Development: strategy development for SME ecosystems, innovation, and competitiveness, Infrastructure Enabling Conditions: support for investment climate improvement and regional/local economic development and Cross-cutting themes, including green transition, women’s economic empowerment, and inclusive growth

 
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