Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

� Skilling for future in PSEs:

An ILO-SCOPE study on skills profiles in PSEs

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International Labour Organization

Decent Work Team for South Asia and Country Office for India
India Habitat Centre
New Delhi - 110003

Standing Conference of Public Enterprises (SCOPE)

Ist Floor, Core-8, SCOPE Complex, 7 Lodhi Road, New Delhi-110 003
ILO

Tel.: +91 11 24362604, Fax.: +91 11 24361371, Email: [email protected]

Website: www.scopeonline.in
X Skilling for future in PSEs:
An ILO-SCOPE study on skills profiles in PSEs
2 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

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Printed in India
 X Foreword 3

X Foreword

The Standing Conference on Public Sector Enterprises (SCOPE) is a unique employers’ organization that
has remained vibrant and dynamic amidst many challenges. More importantly, it has been sensitive to
the needs of its members—the Public Sector Enterprises (PSEs). The PSEs in India contribute 14 per cent
to India’s GDP, employing more than 1.5 million people.
A new era of flexibility, efficiency, and innovation is shaping the future of work. While this transformation
brings many opportunities, it also presents challenges that need to be addressed. Employees and
businesses that adapt, invest in skills, and prioritize well-being will be best positioned to thrive in the
evolving world of work.
In 2022, the ILO facilitated discussions with the social partners on their strategic priorities for a medium
to long-term recovery from the COVID-19 crisis. The constituents' recommendations and priorities were
eventually reflected in key UN processes through the UNSDCF and ILO India’s Decent Work Country
Programme 2023-27.
The Social Partners in India identified four key priorities:
X Inclusive economic growth and employment

X Protection of all workers

X Social protection

X Social dialogue

In a subsequent discussion with the ILO, the Director General of SCOPE emphasized the importance of
skills in the context of all four priorities identified. It was acknowledged that skills are a cross-cutting
theme across all four priorities as they induce economic growth and employment generation and afford
true protection to workers, provided they possess the required skills in a changing world of work.
Consequently, SCOPE collaborated with ILO to undertake a study among its membership to identify the
current skill levels, map current qualifications vis a vis possible national qualifications under NSQF or PSE
qualification standards, whichever is available, formulate sectoral skills strategies in identified sectors,
and make recommendations to the policymakers for reforms as may be required. The study focussed on
four sectors – Energy, Manufacturing and Construction, Metals and Minerals, and Services.
The conclusions and recommendations of this study are very insightful and have given SCOPE
opportunities for follow-up work towards ensuring a resilient and future-ready workforce, with a
particular focus on just transition. The sector-specific recommendations and strategies will provide SCOPE
the opportunity to support the implementation of strategies with appropriate member enterprises. We
are confident that such initiatives will benefit and enrich the relations between SCOPE and its members
and bear testimony to the impactful technical cooperation SCOPE maintains with ILO.
On behalf of the ILO, I would like to congratulate SCOPE on the launch of the report on “Skilling for the
future” and look forward to its follow-up initiatives based on its findings and recommendations.

Deborah France – Massin Michiko Miyamoto

Director Director
Bureau for Employers’ Activities International Labour Organization Decent
International Labour Organisations Work Team for South Asia and
Country Office for India
4 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs
 X SCOPE’s Message 5

X SCOPE’s Message

From the lens of the Public Sector Enterprises

Central Public Sector Enterprises (PSEs) in India have, since their inception, played a crucial role in the
socio-economic development of the nation. They have evolved as model entities with a strengthened
global presence as today, they contribute close to 14% to Indian GDP while holding key presence in the
strategic sectors of the economy. Employing close to 1.5 million workers, the PSEs continue to serve
as exemplary employers by safeguarding the security and safety while also chartering path for their
professional and personal development.
As we stand in the midst of unprecedented times, marked by rapid change, uncertainty and
transformative shifts, it is vital to understand and assess the skilling gaps and needs of the fraternity, to
ensure that the public enterprises continue to meaningfully contribute towards the advancement of the
nation. Recognizing the need for unlearning, learning, and relearning in the rapidly evolving business
paradigm, Standing Conference of Public Enterprises (SCOPE) and International Labour Organization
(ILO) have undertaken a unique endeavor to analyze the skilling landscape within the PSEs by way of the
study titled ‘Skilling for future in PSEs’.
The one-of-its kind study delves into skill profile of Middle Management Professionals in the PSEs in order
to identify skill gaps and future needs of identified sectors with the aim to enhance the readiness of the
leaders of tomorrow thereby ensuring that the talented human capital of the public sector fraternity is
well-equipped to navigate the transitions in the world of work. The report will enable PSEs to recognize
their strengths as well as development areas within the existing workforce thereby paving way for a
future ready workforce.
The study is a significant step forward in our collective efforts to address the subject on skilling and
we are thankful to all the PSEs who participated in the study thereby making it as a valuable resource
attempting to offer actionable insights to optimize organizational practices for an empowered and
empowered workforce which in turn will contribute to fortifying the prowess of the nation and position
it for success in the global arena.

Mr. Sandeep Kumar Gupta Mr. Atul Sobti

Chairman, SCOPE Director General, SCOPE
6 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Acknowledgement

The present report is the result of a collaborative effort involving SCOPE and ILO, with input from PSEs
and the research team working together over 12 months from January to December 2023.
I am incredibly grateful to Mr Atul Sobti (Director General, SCOPE) for his vision and guidance in defining
the objectives and sharpening the conclusions of this study.
Continuous guidance and support from Ms Samridhi Jain (Senior Manager, Corporate Affairs, SCOPE),
along with her team members Ms Pooja Singh (Senior Manager, Human Resources, SCOPE) and Ms
Hema Koul (Assistant Manager, Corporate Communications, SCOPE), have helped ensure the seamless
execution of the study.
My sincere gratitude to the ILO team, led by Mr Ravindra Peiris (Senior Specialist, Employers Activities, ILO
DWT for South Asia and Country Office for India), and Mr Vaibhav Raaj (Programme Officer, ILO Country
Office for India), with inputs from Mr. Gabriel Bordado (Regional Skills and Employability Specialist, ILO )
and Ms Ruchira Chandra (National Programme Officer, ILO Country Office for India) for commissioning
and coordinating this study. The advice they provided, which helped keep the study aligned with the
National Skills Qualifications Framework (NSQF), analyze data, and highlight “emerging skill sets,” was
very beneficial. It helped situate the study within global and national policy contexts and maintain its
focus on shaping the future green and fair training plans for middle managers in Indian PSEs.
I would like to express my gratitude to my research team comprising Ms Prasoon Singh (Social Sector
Expert), Mr Dhiraj K Singh (Economist), Ms Ashmita Godara (Research Intern), Ms Ayendrila Mitra
(Research Intern), and Ms Sindhuja Shukla (Research Associate) for their research support throughout
the study, including the intensive coding of responses on skills received from the survey, data cleaning
and data analysis.
Finally, special thanks go to Dr Pooja Tripathi, who supported the copy editing of the report.

Dr. Nikhil Raj

PhD (Economics)
Development Economist
 X Contents 7

X Contents

Acronyms 11
Executive summary 13

X Chapter 1. Introduction, approach, and methodology 23

1.1. Background 23
1.2. Scope and expected outcomes of the study 23
1.3. Linking the study with NSQF, NCrF and NQR 24
1.4. Methodology 26
1.4.1. Sampling 26
1.4.2. Developing the questionnaire: A calibrated approach 29
1.4.3. Areas of enquiry and data analysis 30
1.4.4. Limitations of the study 32
1.5. Presentation of the report 32

X Chapter 2. Findings on the Energy Sector 33

2.1. Sampling and profile of respondents 33

2.2. HR systems: A broad overview 34
2.2.1. Recruitment and performance management 34
2.2.2. Career planning 35
2.2.3. Learning and development for middle managers 37
2.2.4. Methods and platforms for upskilling middle managers 38
2.3. Theoretical and professional technical skills 38
2.3.1. Essential skills for current roles 38
2.3.2. Existing level of professional skills and expertise 40
2.3.3. Opportunities for application of acquired skills 44
2.3.4. Perceived skilling needs for job roles and responsibilities 46
2.4. Generic skills 48
2.4.1. Essential skills for current roles 48
2.4.2. Existing level of generic skills and expertise 50
2.4.3. Opportunities for application of acquired skills 52
2.4.4. Perceived skilling needs 54
2.5. Aptitude, mindset, and soft skills: Behavioural skills 55
2.5.1. Essential skills for current roles and existing expertise 55
2.5.2. Existing level of professional skills and expertise 56
2.5.3. Opportunities for application of acquired skills 59
2.5.4. Perceived soft skill needs 60
8 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

2.6. Emerging perspectives for skilling the middle managers in the Energy sector's PSEs 61
2.6.1. Skills gaps: An aggregate view 61
2.6.2. Making the middle management future-fit: Skills for the new normal 63

X Chapter 3. Findings on the Manufacturing and Construction sectors 64

3.1. Sampling and profile of respondents 64

3.2. HR systems: A broad overview 66
3.2.1. Recruitment and performance management 66
3.2.2. Career planning 68
3.2.3. Learning and development for middle managers 69
3.2.4. Methods of upskilling middle managers 70
3.3. Theoretical and professional technical skills 71
3.3.1. Essential skills for current roles 71
3.3.2. Existing level of professional skills and expertise 73
3.3.3. Opportunities for application of acquired skills 76
3.3.4. Perceived skilling needs for job roles and responsibilities 78
3.4. Generic skills 80
3.4.1. Essential generic skills for current roles 81
3.4.2. Existing level of generic skills and expertise 83
3.4.3. Opportunities for application of acquired generic skills 85
3.4.4. Perceived skilling needs 86
3.5. Aptitude, mindset, and soft skills 88
3.5.1. Essential aptitude, mindset, and soft skills for current roles 88
3.5.2. Existing level of aptitude, mindset and soft skills, and expertise 89
3.5.3. Opportunities for application of acquired aptitude, mindset, and soft skills 91
3.5.4. Perceived needs on aptitude, mindset, and soft skills 93
3.6. Emerging perspectives for skilling the middle managers
in the Manufacturing and Construction sectors' PSEs 94
3.6.1. Skills gaps: An aggregate view 94
3.6.2. Making the middle management future-fit: Skills for the new normal 94

X Chapter 4. Findings on the Metals and Minerals sector 96

4.1. Sampling and profile of respondents 96

4.2. HR systems: A broad overview 97
4.2.1. Recruitment and performance management 97
4.2.2. Career planning 98
4.2.3. Learning and development for middle managers 99
4.2.4. Methods of upskilling middle managers 100
4.3. Theoretical and professional technical skills 101
 X Contents 9

4.3.1. Essential skills for current roles 101

4.3.2. Existing level of professional skills and expertise 103
4.3.3. Opportunities for application of acquired skills 107
4.3.4. Perceived skilling needs for job roles and responsibilities 109
4.4. Generic skills 110
4.4.1. Essential generic skills for current roles 110
4.4.2. Existing level of generic skills and expertise 112
4.4.3. Opportunities for application of acquired generic skills 114
4.4.4. Perceived skilling needs 116
4.5. Aptitude, mindset, and soft skills 118
4.5.1. Essential aptitude, mindset, and soft skills for current roles 118
4.5.2. Existing level of aptitude, mindset and soft skills, and expertise 119
4.5.3. Opportunities for application of acquired aptitude, mindset, and soft skills 121
4.5.4. Perceived needs on aptitude, mindset, and soft skills 123
4.6. Emerging perspectives for skilling the middle managers in the Metals
and Minerals sector's PSEs 124
4.6.1. Skills gaps: An aggregate view 124
4.6.2. Making the middle management future-fit: Skills for the new normal 125

X Chapter 5. Findings on the Services sector 127

5.1. Sampling and profile of respondents 127

5.2. HR systems: A broad overview 128
5.2.1. Recruitment and performance management 128
5.2.2. Career planning 130
5.2.3. Learning and development for middle managers 131
5.3. Theoretical and professional technical skills 132
5.3.1. Essential skills for current roles 132
5.3.2. Existing level of professional skills and expertise 134
5.3.3. Opportunities for application of acquired skills 136
5.3.4. Perceived skilling needs for job roles and responsibilities 138
5.4. Generic skills 140
5.4.1. Essential generic skills for current roles 140
5.4.2. Existing level of generic skills and expertise 142
5.4.3. Opportunities for application of acquired generic skills 145
5.4.4. Perceived skilling needs 147
5.5. Aptitude, mindset, and soft skills 149
5.5.1. Essential aptitude, mindset, and soft skills for current roles 149
5.5.2. Existing level of aptitude, mindset and soft skills, and expertise 150
5.5.3. Opportunities for application of acquired aptitude, mindset, and soft skills 153
10 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

5.5.4. Perceived needs on aptitude, mindset, and soft skills 154

5.6. Emerging perspectives for skilling the middle managers
in the Services sector's PSEs 155
5.6.1. Skills gaps: An aggregate view 155
5.6.2. Making the middle management future-fit: Skills for the new normal 156

X Chapter 6. The road ahead 157

6.1. Towards a new normal: Conclusions and recommendations for skilling

the middle managers in PSEs in India 157

X 7. Bibliography 161

Annexure 1: NSQF level descriptors 162

Annexure 2: Survey questionnaire 171
 X Acronyms 11

X Acronyms

AI Artificial Intelligence

CAD Computer Aided Designing

CPSE Central Public Sector Enterprises

DPR Detailed Project Report

ERP Enterprise Resource Planning

ESG Environment, Social Governance

FPRW Fundamental Principles and Rights at Work

GoI Government of India

HR Human Resources

HSCC Hospital Services Consultancy Corporation Limited

HSE Health, Safety and Environment

ILO International Labour Organization

IR 4.0 Industrial Revolution 4.0

ITIs Industrial Training Institutes

IT Information Technology

ITDC Indian Tourism Development Corporation

LD Learning and Development

LMM Lower Middle Management

MC Manufacturing and Construction

MM Metals and Minerals

MHR Maharatnas

MINI Mini Navratnas

MMM Mid-Middle Management

NCrF National Credit Framework

NEP New Education Policy

NQR National Qualifications Register

NSQC National Skills Qualifications Committee

NSQF National Skills Qualification Framework

NTPC National Thermal Power Corporation

12 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

NVR Navratnas

OM Operations and Management

OSH Occupational Safety and Health

PFC Power Finance Corporation

PSE Public Sector Enterprise

REC Rural Electrification Corporation

SAP Systems, Applications, and Products in Data Processing

SCOPE Standing Conference of Public Enterprises

SEBI Securities and Exchange Board of India

SMM Senior Middle Management

SSC Sector Skills Council

THDC Tehri Hydro Development Corporation Limited

WAPCOS Water and Power Consultancy Services (India) Limited

 X Executive summary 13

Executive summary

Public Sector Enterprises (PSEs) in India have played a crucial role in the socio-economic development of
the nation since its inception. PSEs are present in the critical sectors of the economy and, progressively,
have diversified their business activities and global presence.
The growth in PSEs can be seen from the fact that at the time of the First Five Year Plan (1951-1955), there
were only five Central Public Sector Enterprises (CPSEs) with a total investment of 290 million Indian
Rupee (INR), which has increased substantially to 254 PSEs in 2022-23 with an investment of INR 250
trillion. Further, over the years, PSEs have recorded remarkable growth in key performance parameters
by clocking a gross revenue of INR 380 trillion and a net profit of nearly INR 2000 billion. Apart from
contributing to the growth of the Indian economy, PSEs’ activities create a significant downstream
impact by strengthening MSMEs, generating employment, and providing thrust to the government’s
national development agenda, among others.
PSEs employ close to 1.5 million regular, casual, and contract workers. They have also been model
employers by implementing policies and programmes that ensure the security and safety of employees
and a well-charted developmental path. Moreover, they have also contributed effectively to the
government’s Skill India programme by engaging apprentices and adopting Industrial Training Institutes
(ITIs) to ensure the quality and relevance of the enrolled students' training.
With this as the background, the International Labour Organization (ILO) and Standing Conference of
Public Enterprises (SCOPE) have initiated a study on “Skilling for Future: A Study on Skills Profiles in PSEs.”
The objective is to pave the way for skilling and reskilling the present workforce (middle management)
to make them more relevant to their current jobs and ensure lifelong learning.
The primary objectives of the study are to:
1. Comprehend the current skill requirements of mid-level management personnel

2. Future skill requirements of mid-level management personnel

These enquiries have been conducted in PSEs across four sectors: Energy, Manufacturing and
Construction, Metals and Minerals, and Services. This executive summary encapsulates key findings,
recommendations, and implications from the comprehensive study.
The present study is embedded within the revised National Skills Qualification Framework (NSQF) 2023
of the Government of India. It specifies the skills and competencies across levels ranging from 1 to 8,
including knowledge domains, professional theoretical knowledge, technical proficiency, aptitude, and
accountability and responsibilities. The NSQF delineates a structured trajectory with descriptors for each
level, guiding learners and stakeholders in navigating the complex landscape of skill development.
The level descriptors, adaptable to evolving skilling demands, are particularly relevant to middle
management professionals in PSEs in India. They underscore the significance of multidisciplinary
expertise, specialized technical proficiency, and entrepreneurial acumen. Focused on levels 4.5 to 5,
5.5 to 6, and 6.5 to 7, this study undertakes a comprehensive examination through a sample survey
encompassing 1,217 middle management professionals. It scrutinizes the theoretical (technical),
functional, and behavioural skill sets, evaluating their current proficiency levels concerning the exigencies
of their roles, identifying opportunities for skill application, and pinpointing perceived skill gaps.
The insights presented across pivotal sectors encapsulate a holistic understanding of the imperative for
strategic green and just-skilling interventions in the new normal.
14 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Key sectoral findings: At a glance

The tables below show the sectoral findings and have been organized across the three NSQF level
descriptors: theoretical and professional skills, generic (functional skills), and behavioural skills (referred
to as aptitude, for example, in the NSQF).
The first row of each sectoral table maps the top skills across the three descriptors: lower mid-
management (corresponding to NSQF level 4-5 to 5), mid-middle management (corresponding to NSQF
level 5-5 to 6), and senior mid-level management (corresponding to NSQF level 6.5). The subsequent rows
present the skills acquired through training interventions, and the last row for the tables below for each
sector presents the overall analytical observations

I. Energy sector

Skill Theoretical Professional Skills Generic (Functional Skills) Behavioural Skills

1.1. Essential Sectoral Knowledge and latest Team Management, For Lower Middle
developments in Operations Negotiation Skills, Management (LMMs) and
Maintenance; Market Intelligence Communication (highly critical MMMs: Adaptability,
Sales Techniques; Regulatory skill), Leadership, Project Leadership, Effective
Issues. Management, Building Communication, and
Relationships with Clients, Leadership skills to
Additional requirements for Problem-Solving, Health, empower them to inspire
Mid-Middle Management (MMMs) Safety and Environment (HSE) and guide their teams
– Cyber and Asset Security Skills. – critical for MMMs and Senior toward achieving strategic
For SMMs – Procurement Skills. Middle Management (SMMs). goals.

There is a broader level of

uniformity among the top-ranked
skills across the various sub-co-
horts (25 per cent of respondents).

1.2. Acquired Emphasis on Security skills – across Security skills rank as the Communications Skills
through cohorts. top-most generic skill (about (35-45 per cent across
training For LMMs - Execution-related Skills. 25-33 respondents across cohorts), and Team
For MMMs, elements of Market cohorts). Management (about 30-35
Intelligence and Soft Skills per cent of respondents
including Negotiation Skills. across levels).
Time Management Skills
For SMMs - Business Development, Financial Management, Project (20-30 per cent across
Problem-Solving, and Regulatory Planning, and Developing cohorts).
Issues. Detailed Project Reports (at
least 15-20 per cent of
respondents).

They reported data expertise on Only a handful of LMMs in the

skills such as Productivity and Energy sector PSEs reported
Efficiency, Regulatory Issues, exposure to jobs involving:
Project Engineering, Data Analytics, Communications (20 per
Operations and Management cent approximately),
(OM), and Planning and preparing Leadership (about 16 per
Detailed Project Reports (DPRs) (at cent), Team Management (11
least 20 per cent of respondents). per cent) and even
Data Analytics (which was
reported by only 6-7 per cent).

Greater exposure to more

Strategic and Leadership roles
(only reported by 11.8 per cent
of the SMM respondents.
 X Executive summary 15

Skill Theoretical Professional Skills Generic (Functional Skills) Behavioural Skills

1.3. Artificial Intelligence (AI), sustain- The top-ranking skills across Adaptability allows senior
Analytical ability, Renewables, Net Zero, and the different sub-cohorts are middle managers (SMMs)
remarks similar skills are not perceived as largely uniform among the to deftly navigate regula-
highly critical (less than 2 per cent middle managers performing tory changes, emerging
of respondents felt these were job roles across various NSQF technologies, and shifting
critical skills). levels. market conditions.

Low levels of reported expertise on Pressure to remain competitive Application of skills: There
Occupational Safety and Health – SMMs realize the criticality of is a clear uniform pattern
(OSH) (<1 per cent of respondents). updated Sector Knowledge among middle managers in
and Functional Skills. Energy PSEs regarding the
Opportunities for applying skills opportunities to leverage
acquired vary across middle Emphasis on Soft and skills related to
management cohorts (Data Negotiation Skills as one Communication, Team
Analytics/SAP-ERP for LMM; not so moves up the ladder, from Management, and
for MMM and SMM). MMM onward to SMMs (NSQF Understanding and
level 6.5). Supportive skills.

II. Manufacturing Construction Sectors

Skill Theoretical Professional Skills Generic (Functional Skills) Behavioural Skills

2.1. Essential There is a fair degree of variability Uniformity in the perceived The majority of managers
in the skills perceived as essential essential skills. (at least 20 per cent across
by different cohorts, with Sectoral cohorts) consider skills
Knowledge, Information, and The most important Generic such as Problem-Solving
Adaptation topping the chart Skills are HR (Soft Skills), Team and Critical Thinking,
unanimously (24 to 29 per cent Management, Boundary Communication,
stating the same within each Management, and Negotiation Understanding and
cohort). Skills (42 to 57 per cent), Support critical to
Communication, Project managing a team
Additional requirements for LMM Management, Team successfully.
are Soft Skills, Negotiation Skills, Management, HR (Operations).
and Data Analysis. The following skills hold
Additionally, LMM considers immense importance for
MMM - Market Intelligence, SAP-ERP and HSE, critical skills, the LMMs and the MMMs:
Analysis and Sales Techniques, and and Environment critical skills, Time Management,
Behavioural Skills. and SMM considers Coordination and Relations,
Procurement and Quality and Emotional Intelligence.
SMM - Contract Management, Assurance critical skills.
Planning and Detailed Reports.
HR (Soft Skills) is of immense
importance in the MC sectors
in terms of Generic Skills.

2.2. Acquired Particular emphasis is placed on Acquired skills are similar to Communication, Problem-
through Data Analysis, Knowledge of the typology of skills consid- Solving Critical Thinking,
training Training Processes, and ered essential, which are HR and Team Management
Engineering (15 to 25 per cent). (Soft Skills) - Team emerge as the most
Management, Boundary learned skills.
For LMM: Computer Skills, Management, Negotiation
Financial Management Electronic Skills (33 to 63 per cent), Additionally, the acquired
Circuit Design. HR (Operations), skills for LMMs and MMMs
For MMM: Power Plants and Communication, Project are as follows:
Transformers, Security, and AI. Management. LMM: Leadership, Learning
For SMM: Building Construction, Agility, Ethics, and Integrity
Sectoral Knowledge, Soft Skills and MMMs acquire Leadership, (at least 11 per cent);
Productivity. Sustainability, and HSE MMM: Accountability and
training, while SMMs focus on Ownership, Positive
LMMs and MMMs have application Client and Relationship Attitude and Motivation,
opportunities in Data Analysis (21.7 Management. and Innovation and
per cent and 13.6 per cent, Creativity (at least
respectively), and SMMs in 10 per cent).
Planning and Detailed Project
Reports (25 per cent).
16 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Skill Theoretical Professional Skills Generic (Functional Skills) Behavioural Skills

2.3. Green Skills, Sustainability, Net All the cohorts find ample Encouraging acknowledge-
Analytical Zero, AI, Innovation, Quality application opportunities for ment of the relevance of
remarks Assurance, and Project Costing are their skills and prob- skills such as Ethics and
of little or no importance. lem-solving, especially in HR Positive Attitude.
(Soft Skills): Team
There are few opportunities to Management, Boundary The managers have gained
apply the skills learned. Management, Negotiation through applying skills
Skills, Leadership, Project such as Decision-making,
Management, Problem-Solving Understanding and
Critical Thinking. Supporting others, Time
Management, Problem-
Emphasis on the training of Solving Critical Thinking
MMMs on HSE and (at least 17 per cent).
Sustainability, but less
opportunity to apply these
acquired skills in their regular
project-related work.

III. Metals Minerals sector

Skill Theoretical Professional Skills Generic (Functional Skills) Behavioural Skills

3.1. Essential Primary critical skills for managers The top-ranking skills across Time Management,
across all cohorts are: the different sub-cohorts are being Understanding and
Sectoral Knowledge, Information, largely uniform among the Supportive,
and Adaptation (20.4 to 34.8 per middle managers performing Team Management
cent), job roles across various NSQF Problem-Solving Critical
Problem-Solving and Critical levels. Thinking skills for SMMs
Thinking, Soft Skills, Negotiation, allow them to manage
and Behavioural Skills. HR (Soft Skills), Negotiation forthcoming challenges
Skills, Communication (highly and opportunities.
Additional skills are essential for critical skill), Leadership,
each cohort: Project Management, Communication (for both
For MMMs – Planning Detailed Interdepartmental Data the LMMs and MMMs) to
Project Reports, Business Analytics and HR are critical for empower them to inspire
Development and Customer MMMs and SMMs. and guide their teams
Orientation, and Team toward achieving strategic
Management (13 to 15.2 per cent). goals.
For SMMs – Communication,
Administration, Productivity and Positive attitude and
Efficiency, and Data Analysis. Emotional Intelligence are
emerging skills and are
seeing a rise in importance
among the lower cohorts.

3.2. Acquired Emphasis on Security Skills, HR skills rank as the top-most Being Understanding and
through Planning and Detailed Project generic skill (about 50 per cent Supportive (more than 35
training Reports, Soft Skills, and Data of respondents across per cent across cohorts).
Analysis across cohorts. cohorts). Communication (about
35-50 per cent of respon-
For LMMs – Knowledge of Training HSE, and Operations and dents across levels).
Processes and Basic Computer Maintenance (at least 15-20 per
Skills (15.4 per cent 9.6 per cent, cent of respondents). Team Management (25-50
respectively) per cent across cohorts).
For MMMs – Material Management, As one moves up the ladder
Market Intelligence and Regulatory from LMM onward to MMMs
Issues. (NSQF level 5.5-6.5), there is an
For SMMs – Electronic Circuit emphasis on HR skills, both
Design and Productivity and Soft Skills and Operations.
Efficiency.

Reported expertise in Soft Skills,

Sectoral Knowledge, Information
and Adaptation, HR, Problem-
Solving Critical Thinking.
 X Executive summary 17

Skill Theoretical Professional Skills Generic (Functional Skills) Behavioural Skills

3.3. Procurement, Mining Operations Only a handful of LMMs There is a clear, uniform
Analytical and Analysis, Thermal Engineering, reported exposure to jobs pattern among middle
remarks and so on were not perceived as involving: managers regarding the
highly critical skills (less than 2 per HR – Soft Skills (45 to 53 per opportunities to apply
cent of respondents felt these were cent approximately), Communication, Team
critical skills). Project Management (about 19 Management, and
per cent), Team Management Understanding and
Opportunities to apply skills (16.7 per cent), and even Supportive skills.
acquired are generally low across OM (which was reported by
middle management cohorts. only 6-7 per cent). The SMMs apply skills such
However, skills such as Data as Decision-making and
Analysis, OM, Communication, and Greater exposure to Adaptability in their routine
Administration have ample Communication and jobs.
opportunities to be applied. Leadership (reported by more
than 25 per cent of the LMM The lower cohorts, on the
and MMM respondents. other hand, have ample
opportunities to apply skills
such as Agility, Emotional
Quotient, and Leadership.

IV. Services sector

Skill Theoretical Professional Skills Generic (Functional Skills) Behavioural Skills

4.1. Essential The top-ranking skills across the The essential skills for Communication,
different sub-cohorts are largely managers across all cohorts being Understanding and
uniform across the middle are HR (Soft Skills) - Team Supportive, Team
managers performing job roles Management, Boundary Management,
across various NSQF levels, as Management, and Negotiation Accountability and
below: Sectoral Knowledge, Skills (43.8 to 61.1 per cent), Ownership for senior
Information and Adaptation, HR (Operations) (19.2 to 27.8 middle managers (SMMs)
Knowledge of Processes for per cent), allow them to be account-
Training, Soft Skills, Negotiation Communication, Project able for their team
Skills, Behavioural Skills, Market Management. members and lead them
Intelligence, analysis, and Sales effectively.
Techniques. For the MMM, skills are critical
in growth facilitation with skills Time Management (for
Besides the skills mentioned above, such as Financial Management both the LMMs and
LMMs consider OM, Document and Client Relationships. MMMs) empowers them to
Control, Financial Management, achieve all goals efficiently
and Data Analysis; and achieve the desired
MMMs consider Regulatory Issues, For the SMMs, the essential results.
Planning and Detailed Project skills are more in the context of
Reports, and Communication and enabling them for strategic
Administration necessary for their integration, with a 33.3 per
job roles. cent emphasis on Leadership.
18 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Skill Theoretical Professional Skills Generic (Functional Skills) Behavioural Skills

4.2. Acquired Sectoral Knowledge, Information, The primary skills acquired are Communication (more
through and Adaptation top the list for HR (Soft Skills): Team than 35 per cent across
training LMMs with 23.8 per cent, Financial Management, Boundary cohorts).
Management for MMMs with 18.3 Management, Negotiation
per cent, and Problem-Solving and Skills, HR (Operations), HSE Team Management (about
Critical Thinking for SMMs with and Project Management. 35-45 per cent of respon-
23.5 per cent. Computer Skills, OM dents across levels).
(Document Control), and LMM – 43.3 per cent have
Knowledge of Processes for acquired competencies in Leadership (20-30 per cent
Training are among the most Team and Boundary across cohorts).
preferred skills. Management and Negotiation
Skills. Additionally, MMMs have
acquired skills related to
MMM – Demonstrate a greater Accountability and
propensity towards Advanced Ownership, Work-life
Computer Skills (20.5 per cent) Balance, and Conflict
and Financial Management Resolution.
(17.9 per cent).
SMMs focus on Mentorship
SMM – Strategic approach to and Interpersonal Gender
executing initiatives that likely Sensitivity.
include green and just
objectives with the presence of
Contract Management skills
(35.7 per cent).

LMMs report fewer opportuni-

ties (5.9 per cent) to apply
specialized skills like
Sustainability and SAP-ERP.

4.3. As middle managers progress from Managers across all cohorts Middle managers in the
Analytical LMM to SMM, there is a notable claim excellence in HR (Soft Services PSEs follow a
remarks shift from foundational competen- Skills) and have enough uniform pattern regarding
cies toward strategic and pro- application opportunities. opportunities to leverage
cess-oriented skills. Communication, Team
Management, and Time
Application opportunities are Management skills.
ample for the LMMs but are limited
in the case of MMMs and SMMs.

Skills acquisition strategies are

aligned with the dual imperatives
of sustainability and digital
transformation, reflecting an
overarching commitment to
equipping its middle management
with a comprehensive, future-ori-
ented skill set.

Conclusions and recommendations

The conclusions and recommendations are being presented in two forms:

1. General recommendations
X Expanding opportunities for skills application: Addressing the disconnect between theoretical
knowledge and practical application, the study suggests enhanced training in strategic environmental
management, eco-efficient budgeting, and sustainability assessment. Job rotation, knowledge
transfer, and collaborative problem-solving are recommended to harness returns on skilling
investments and prepare middle managers for leadership roles.
 X Executive summary 19

X Skilling for just transition: The study underscores the need for targeted programmes aligning
functional competencies with sustainability goals. It emphasizes deepening skilling initiatives,
prioritizing occupational safety and health, and integrating environment, social governance (ESG),
sustainability, green, and just transition modules, cybersecurity, AI, renewable energy technologies,
circular economy principles, and ethical governance across all training programmes. These insights
aim to align functional competencies with sustainable outcomes. Survey findings also reveal indirect
pointers of skills application supporting a green and just transition within India's PSEs. Led by the
SCOPE, in partnership with the ILO, it may be worthwhile to undertake strategic training initiatives that
evolve to incorporate broader green and just competencies for managers at all levels.

X Optimizing skilling investments: While acknowledging PSEs' initiatives in skilling middle managers,
the study suggests optimizing returns on these investments through more frequent job rotations,
knowledge transfer, and collaborative problem-solving. This approach prepares middle managers for
strategic and leadership roles as they progress in their careers.

X Behavioural skills for sustainability: The study reveals a strong foundation in HR soft skills, indicative
of an organizational culture supportive of teamwork and stakeholder engagement. However,
opportunities to apply these skills in sustainability-focused areas may need to be bolstered. Therefore,
it is important to foster skills in empathy, gender sensitivity, and work-life balance and apply them to
sustainability contexts.

X Behavioural skills and nuanced appreciation: The study highlights a need for more nuanced
appreciation among middle managers regarding the three categories of skill sets: theoretical and
professional, generic or functional, and behavioural. An orientation on NSQF, its descriptors, and
a detailed menu of skills is recommended to enable informed choices about upskilling. The study
notes a need for perceived criticality among middle managers for emerging skill sets in sustainability,
renewables, net-zero, AI, and SAP-ERP. The HR departments are advised to emphasize the relevance
of these skills in enhancing efficiency and regulatory compliance within their specific roles.

X Theoretical skills and practical application: The study observes a disconnect between essential
theoretical knowledge and its practical application. Thus, enhanced training in strategic environmental
management, eco-efficient budgeting, and sustainability assessment across NSQF levels is pertinent.

X Application of technical skills: The study recommends focusing on technical skills related to data
collation, organization of information, and analysis for informed decision-making for the lower cohorts
of middle management (LMMs). A thematic reorientation of skilling programmes for the lower cohort
is suggested to keep pace with evolving analytics skills.

X Operational skills and sustainability goals: While operational skills are robust across managerial
tiers, the study suggests the need for targeted programmes aligning functional competencies with
sustainability goals. This includes integrating sustainability into project management frameworks and
quality assurance processes.

X Environmental, Social, and Governance (ESG) compliance: Recognizing the importance of ESG-
related compliance, the study recommends upskilling all middle management cohorts in these skills.
Training programmes should include modules on the benefits of ESG to the triple bottom line and
methods of compliance.

X Strategic approach to skilling: The study emphasizes a strategic overhaul of skilling initiatives, aligning
with the National Skills Qualification Framework (NSQF) and National Credit Framework (NCrF). A
differentiated approach for training middle managers across NSQF levels is suggested, ensuring
alignment with the updated NSQF version 2023. This includes focusing on theoretical knowledge,
technical skills, and soft skills across LMM, MMM, and SMM levels. The study emphasizes strategic
enhancement for different middle management cohorts based on their skill acquisition. This includes
20 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

advanced modules for LMMs, training in sustainability reporting and ethical compliance for MMMs,
and leadership development in green and just transformation for SMMs.

X Bridging skills gap through educational institutions: Bridging the skills gap necessitates a strategic
overhaul of PSEs' engagement with academic institutions. The study recommends intensifying
commitments to fostering a symbiotic relationship with academia to address evolving managerial
roles and enhance PSEs' competitive edge.

X Onboarding processes and resilient workforce: The PSEs may consider fortifying onboarding
processes to ensure a seamless transition for new hires, contributing to a resilient and future-ready
workforce. This may include comprehensive training on evolving sectoral challenges and effective
onboarding to maintain a dynamic workforce capable of meeting economic changes.

X Occupational Safety and Health (OSH) skills: Given the growing emphasis on occupational safety and
health (OSH) and the need to reduce carbon emissions, the study suggests prioritizing these themes
in skilling programmes designed by PSEs. This aligns with the ILO's inclusion of OSH as a component
of Fundamental Principles and Rights at Work (FPRW).

X General recommendations: The study advocates a sectoral approach to skilling, emphasizing vertical
and horizontal mobility. Acknowledging the heterogeneity of job roles, the shift from a one-size-
fits-all skilling approach to a differentiated model is proposed. The importance of understanding
and orienting middle managers on NSQF descriptors and a detailed menu of skills across theoretical,
generic, and behavioural categories are highlighted. Furthermore, a resilient and future-ready
workforce is essential for global economic adaptability.

2. Sector-specific recommendations

Energy � Focusing on enhancing security skills, particularly in cybersecurity and data surveillance.
� Developing skills in strategic thinking and business generation to boost top-line growth.
� Offering tailored programmes to emphasize the role of AI, sustainability, and renewables in
operational efficiency.
� Upskilling in renewable energy technologies, energy efficiency, and waste reduction strat-
egies.
� Introducing sustainability reporting and compliance as core components of managerial
training.
� Developing crisis management and disaster preparedness skills to address environmental
risks

Manufacturing � Prioritizing technical fluency, innovation, and business development skills to stay competi-
Construction tive.
� Implementing cross-disciplinary skilling to blend technical expertise with management
acumen.
� Focusing on circular economy principles and sustainable materials management.
� Training in green building standards and energy-efficient design.
� Embedding sustainability into project management frameworks and quality assurance pro-
cesses.
 X Executive summary 21

Metals Minerals � Focusing on circular economy principles and sustainable materials management.
� Training in green building standards and energy-efficient design.
� Enhancing skills in sustainable mining practices and resource conservation.
� Prioritizing training in environmental impact assessment and mitigation.
� Fostering leadership that champions ethical governance and community engagement for
sustainable mineral development.

Services � Enhancing customer service, market intelligence, and regulatory understanding.

� Fostering soft skills development to improve client engagement and service delivery.
� Amplifying skills in sustainable service delivery models and green marketing strategies.
� Enhance customer relationship management by focusing on sustainability as a value prop-
osition.
� Training in policy advocacy for sustainable development goals and responsible business
practices.
22 X Skilling for future in PSEs: An ILO -SCOPE study on skills profiles in PSEs
 X Introduction, approach, and methodology 23

1. Introduction, approach,
and methodology

X 1.1. Background

India is a young country with a vast demographic dividend of almost 60 per cent of the population in the
working age group of 15-59 years. This sharply contrasts the developed countries, where a reverse trend
of greater aging population is witnessed. This gives India an enormous opportunity to take advantage of
the favourable trend and meet the global workforce requirement by giving more prospects to our youth.
However, this can only be achieved if our workforce is skilled and ready for future work. The need for a
skilled workforce becomes even more pertinent as the country moves towards becoming self-reliant and
rapid digitalization coupled with pandemic-induced uncertainty changes the face of business. For this
purpose, it is imperative that the skill gap is reduced and more and more people possess global skills to
create pathways for international mobility and prosperity for individuals and the country.
The Government of India is committed to the cause of skilling and, in this regard, has launched the ‘Skill
India’ mission, aimed at covering the remotest locations of the country's remotest locations and extending
the advantages of skilling to every possible youth, ensuring employment and improving entrepreneurship.
In this mission, corporates are equal partners–especially Public Sector Enterprises (PSEs).
PSEs in India have played a crucial role in the socio-economic development of the nation since its
inception. PSEs are present in the critical sectors of the economy and, progressively, have diversified their
business activities and global presence. They have also been contributing effectively to the government's
Skill India programmes by engaging apprentices and adopting Industrial Training Institutes (ITIs) to
ensure the quality and relevance of the enrolled students' training.
However, with unlearning, learning, and relearning becoming the new norm, it is essential to understand
and assess the skill matrix of PSEs’ employees. The assessment through this study will help the PSEs
realize the strengths, weaknesses, and gaps in the current workforce, helping pave the way for the future
of work and creating a future-ready workforce.

X 1.2. Scope and expected outcomes of the study

The ILO, in partnership with SCOPE, undertook the present study to to meet the following objectives:
1. develop a clear understanding of the current and anticipated skill requirements among mid-level
management positions in the four identified sectors of its membership.
2. to identify gaps in the current qualification requirements concerning the National Skills Qualification
Framework (NSQF),1 compared to what is needed in the future.
3. contributing to formulating a ‘skills strategy’ in the identified sectors in the membership of SCOPE.

1
See National Skill Qualification Framework (NSFQ), 2013: Gazette (Extraordinary Part 1, Section 2).
24 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

4. suggest that SCOPE make policy recommendations to relevant authorities for necessary reforms
based on the study's findings.

The study was undertaken from January to December 2023. The survey was administered online during
this period, which lasted 30 days, from 26 June to 25 June 2023. Based upon initial discussions with SCOPE
officials, it was agreed to undertake a sample study for skill mapping of middle-level managers in the
identified sectors, namely,
a. Energy

b. Manufacturing and Construction

c. Metals and Minerals

d. Services

X 1.3. Linking the study with NSQF, NCrF and NQR

The study is embedded within the broader policy framework on skilling as enunciated under the
National Skills Qualification Framework (NSQF) and its accompanying documents on the National
Credit Framework (NCrF)2 and the National Qualification Register (NQR)3. At the outset, it is pertinent to
mention that the NSQF provides an overall quality assurance framework for skilling in India and organizes
qualifications according to knowledge, skills, and aptitude levels. The NSQF was released in 2013 and
has been guiding the skilling movement in the country, being led by the Ministry of Skill Development
Entrepreneurship (MSDE) of the Government of India (GoI).
The National Education Policy (NEP) announcement in 2020 triggered a revision in NSQF, with the
last revision released in June 2023. Notably, the NSQF builds on the NCrF and the NQR to ensure
standardization and comparability. However, the NSQF's core has largely remained unchanged, as the
2013 and the 2023 versions (superseding the previous one) have five descriptors: process, theoretical
knowledge, core skills, and responsibility. For instance, per the 2013 version, the descriptor on the process
was a summary of the other four descriptors: professional knowledge, technical expertise, core skills, and
responsibility. Furthermore, the NSQF organizes qualifications according to a series of knowledge, skills,
and aptitude levels. These levels are defined in terms of learning outcomes the learner must possess
regardless of whether they were acquired through formal, non-formal, or informal learning. In that
sense, the NSQF is a quality assurance framework.
The first NSQF was released in 2013. However, in light of the NEP 2020, the previous version of NSQF has
now been replaced by a recent release in June 2023. The latest version also accounts for the NCrF and
the NQR to ensure standardization and comparability in the skilling ecosystem through standardized
content and credits earned by individuals (either through mainstream educational degrees or through
the skills programme facilitated by the employers for their employees) in terms of notional learning
hours resulting in learning outcomes for horizontal and vertical mobility by individuals.
The present study was initiated in January 2023; therefore, the 2013 NSQF guidelines formed the basis
for assigning the NSQF levels to the respondents. However, as noted above, a new version replaced the
2013 version in June 2023. As the data collection process for the study was already underway, the new
guidelines warranted a closer look at the descriptors used to define various NSQF levels. Both the 2013
and 2023 versions of the NSQF have five descriptors.

2
See National Credit Framework, 2022.

3
See National Qualifications Register.
 X Introduction, approach, and methodology 25

X As mentioned above, per the 2013 version, the descriptor on the process was a summary of the other
four descriptors: professional knowledge, technical and expertise, core skills, and responsibility.

X Essentially, the descriptor of professional knowledge as of 2013 is the same as that of theoretical
knowledge as of 2023.

X Further, the descriptor on responsibility as of 2013 is the same as that of 2023.

X The descriptor on technical skills and expertise as of 2023 is now a sum of the descriptors in 2013 under
the category of technical skills and expertise, core skills, and a few new ones added, such as:

X specialized professional and technical skills, a display of clarity of professional knowledge and
technical skills in a broad range of activities/tasks.

X the ability to gain and, wherever relevant, apply a range of knowledge, skills, and understanding.

X applying the required knowledge for successfully implementing or applying techniques/processes

in a specific/broad field/job role.

X a wide range of cognitive and practical skills required to create innovative and feasible solutions
in simple/complex problems and situations.

X for higher NSQF levels, understanding and application of techno-commercial aspects of

technology/associated skills or job roles.

Per the 2023 guidelines, the descriptor on broad learning outcomes summarises three descriptors:
theoretical knowledge, technical skills and expertise, and aptitude and soft skills. Therefore, the fifth
descriptor, responsibility, has to be read in conjunction with the broad learning outcomes.
In addition, the present study has also looked at the NCrF and the NQR in conjunction with the NSQF
guidelines. The study draws its context from a nationally integrated education and competency-based
skill framework that seeks to provide for multiple pathways, horizontal as well as vertical, both— within
and among—vocational education and vocational training, general education, and technical education,
thus linking one level of learning to another higher level. In the context of the present study, the
above framework has been leveraged to identify the skilling needs of individuals concerning desired
competency levels for specified job roles. For horizontal and vertical mobility to take place, NSQF states
that the following are essential.
1. Each level is linked to the ones above and below it by a series of steps. If these steps are missing in
any industry sector or academic domain, the NSQF will help identify and map these gaps.

2. These gaps would have to be filled, and the key administrative ministry, regulatory bodies already
operating in that sector, the Sector Skills Councils (SSCs), and other stakeholders being part of the
National Skills Qualifications Committee (NSQC) would need to be consulted in the process.

3. The NSQC would have to determine the degree of lateral mobility that is considered desirable, and it
would have to be facilitated through ongoing credit accumulation and transfer.

Regarding international mobility, the NSQF will provide a means of articulating and aligning the Indian
skill qualification levels with those of other countries and regions. This will help mobility for Indian NSQF-
aligned qualification holders to work in or relocate to different parts of the world. Thus, the NSQF is a
means of interacting with the various geographical and regional frameworks developing around the
globe. For the PSEs, this could be a progressive move in the long run and could lead to sustainable
growth worldwide. It is hoped that this expanded lens will enable us to arrive at relevant findings and
suggestions for designing potential future skilling programmes for middle management professionals
regarding entry criteria and notional hours required to achieve learning outcomes.
26 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X 1.4. Methodology

1.4.1. Sampling
Based on multiple discussions, it was agreed that all PSEs in the 12 Maharatnas (MHR) and 12 Navratnas
(NVR) categories should be included in the sample. As per the list of PSEs provided by the Department
of Public Enterprises (DPE), Ministry of Finance, Government of India, there are 12 MHRs and 12 NVRs
as of 22 November 2022.4 The same list provides the names of Miniratnas I (MINR 1) and Miniratnas II
(MINR 2). According to the same list, the total number of MINR PSEs is 74 (62 under MINR 1 and 12 under
MINR 2, respectively).

X Box 1.1. Classification of PSEs:

The criteria laid down by the Government for granting Maharatna, Navratna, and Miniratna
status to Central Public Sector Enterprises (CPSEs) are given below:
Maharatna Status Criteria: For consideration of Maharatna status, the Central Public Sector
Enterprises (CPSEs) must fulfill specific prerequisites. These include holding Navratna status,
being listed on the Indian stock exchange with the minimum prescribed public shareholding
under Securities and Exchange Board of India (SEBI) regulations, and maintaining an average
annual turnover exceeding INR 250 billion over the last three years. Another prerequisite is an
average yearly net worth surpassing INR 150 billion and an average annual net profit after tax
exceeding INR 50 billion during the same three-year period. Moreover, CPSEs seeking Maharatna
status should demonstrate a significant global presence or engage in international operations.
Navratna Status Criteria: CPSEs aiming for Navratna status must meet specific benchmarks.
These entities should be Miniratna I, Schedule ‘A,’ and must have secured an 'excellent' or 'very
good' MOU rating in three of the last five years. Furthermore, a composite score of 60 or above
on select performance indicators is crucial. These indicators encompass net profit to net worth
(weightage 25 per cent), staffing cost to total cost of production or services (weightage 15 per
cent), Profit before Depreciation, Interest, Taxes (PBDIT) to capital employed (weightage 15 per
cent), Profit before Interest Taxes (PBIT) to turnover (weightage 15 per cent), earnings per share
(10 per cent), and inter-sectoral performance (20 per cent).
Miniratna Status Criteria: The criteria for Miniratna status are differentiated into two categories.
X Miniratna Category-I CPSEs must demonstrate continuous profitability over the last three
years, achieve a pre-tax profit of INR 300 million or more in at least one of these years, and
maintain a positive net worth.

X Miniratna Category-II CPSEs should exhibit consistent profitability over the last three years
and maintain a positive net worth. Additionally, these entities should not have defaulted on
loan repayments or interest payments to the Government and should operate independently
without relying on budgetary support or Government guarantees.

Source: "Ratna Status to CPSEs." Press Information Bureau: New Delhi: December 2019.

4
See List of Maharatna, Navratna and Miniratna CPSE.
 X Introduction, approach, and methodology 27

Accordingly, it was proposed that an equal number of PSEs (24 PSEs) from the MINR categories be
selected from the combined MHR and NVR categories. The 24 samples from the MINR category (1 2)
comprise nearly one-third of the universe, comprising 74 MINR PSEs. This proportion of the sample is
fairly robust in arriving at inferences applicable to the entire universe of PSEs.
As a first step for sampling, all PSEs in the list (across categories) were classified according to their
sectoral focus (in terms of Energy, Manufacturing and Construction, Metals and Minerals, and Services).
X Total MHR: 12

X Total NVR: 12

X Total MINR: 74

Data on the following variables for all PSEs was collected from the DPE Survey 2021-22:
X Gross Revenue (FY 2021-22)

X Net Profit (FY 2021-22)

X Total number of employees (FY 2021-22)

X Number of employees in the managerial and executive employees (FY 2021-22)

X Data on two MINR PSEs, namely Hindustan Paper Corporation Ltd. Bharat Pumps Compressors
Ltd, was unavailable for the corresponding variables. Hence, these PSEs were excluded from the
sampling frame. The sampling frame for MINR PSEs thus comprises 72 PSEs.
28 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Subsequently, the following indicators were derived:

X Share of net profit as a percentage of Gross Revenue

X Share of managerial and executive employees as a percentage of the total number of employees.5

PSEs belonging to MINR categories were then grouped into quartiles, separately on the above-derived
indicators. Thus, an average of the individual rank was taken to arrive at a combined quartile category
based on both derived indicators. Random numbers for each of the combined quartile values were then
assigned. However, the combined quartile values that were either less than two or greater than three
were excluded. This was to ensure that the sampling excludes the companies present in either quartile
1 (below 25 per cent of the distribution) or above quartile 3 (above 75 per cent of the distribution). The
random numbers generated for the combined quartile value for companies having combined quartile
values that were greater than 2 and lesser than 3 were then placed in an ascending order for each sector.
The assigned random numbers for the combined quartile value were ranked in ascending order. The
top six-ranked Miniratnas from each sector that emerged through the above randomization were then
picked up as the sample for the study.
Based on the analysis of various parameters, 55 PSEs were shortlisted, and a questionnaire was shared
with the identified PSEs. In response, responses from 1,217 middle management professionals across the
four sectors, Energy, Manufacturing and Construction, Metals and Minerals, and Services, were received

XTable 1.1. Breakup of the sample responses across PSEs and sectors

Energy Manufacturing Metals Services Total

Construction Minerals

Airports Authority of India 0 0 0 62 62

BEML Limited 0 44 0 0 44

Bharat Electronics Limited 0 51 0 0 51

Bharat Heavy Electricals Limited 0 24 0 0 24

Bharat Petroleum Corporation Limited 2 0 0 0 2

Coal India Limited 0 0 0 19 19

Container Corporation of India Limited 0 0 0 13 13

Engineers India Limited 0 0 0 50 50

GAIL India Limited 27 0 0 0 27

Hindustan Petroleum Corporation Limited 43 0 0 0 43

Indian Oil Corporation Limited 41 0 0 0 41

Indian Rare Earths Limited 0 0 68 0 68

Indian Renewable Energy Development 0 0 0 13 13

Agency Limited

Mangalore Refinery Petrochemical Limited 49 0 0 0 49

National Aluminium Company Limited 0 58 0 0 58

National Buildings Construction Corporation 0 65 0 0 65

Limited

5
It may be noted that no disaggregated data is available on the number of Managers and Executives. Hence, the combined
figure has been taken as a close proxy to draw the sample Miniratnas.
 X Introduction, approach, and methodology 29

Energy Manufacturing Metals Services Total

Construction Minerals

Neyveli Lignite Corporation Limited 0 0 5 0 5

NTPC Limited 71 0 0 0 71

Oil Natural Gas Corporation Limited 15 0 0 0 15

Oil India Limited 118 0 0 0 118

Power Finance Corporation 0 0 0 36 36

Power Grid Corporation of India Limited 71 0 0 0 71

Rashtriya Ispat Nigam Limited 0 0 51 0 51

Steel Authority of India Limited 0 58 0 0 58

SVJN Limited 163 0 0 0 163

Total 600 300 124 193 1217

1.4.2. Developing the questionnaire: A calibrated approach

The study methodology is anchored within the parameters outlined by the updated NSQF of 2023,
which defines skills spanning levels 1 to 8. Encompassing diverse sectors, this framework delineates
essential knowledge domains, corresponding responsibilities, skills related to professional theoretical
knowledge, technical proficiency, aptitude, and accountability. Providing a structured path forward,
the NSQF furnishes descriptors for each proficiency level, offering invaluable guidance to learners and
stakeholders to inform skill development across levels and sectors in India. (Details of NSQF Levels
Descriptors are given in Annexure 1).

X Box 1.2. Relevant definitions applicable to the NSQF

1. “Competence” means the proven ability to use acquired knowledge, skills, and personal and
social capabilities to discharge responsibility of roles. It is the ability to do a job well.

2. “Knowledge” means the outcome of assimilating information through learning. Knowledge is

the body of facts, principles, theories, and practices related to a field of work, skill, or study.
Knowledge is described as theoretical or factual.

3. “Qualification” means a skill competency for which the Council has approved a qualification
package. Acquiring a qualification results in achieving a formal learning outcome based on an
assessment and validation process, which is obtained when a competent body determines that
an individual has completed the prescribed learning outcomes to the given standards.

4. “Skill” means applying knowledge and know-how to complete tasks and solve problems.
Skills are described as cognitive (involving logical, intuitive, and creative thinking) or practical
(involving manual dexterity and using methods, materials, tools, and instruments).

A typical survey-based study would warrant a structured questionnaire being developed, pilot-tested,
and then rolled out once the sampling has been done. However, the present research warranted a
calibrated approach to developing the questionnaire. This involved reviewing some of the available
30 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

literature on skill gap analysis for middle management (both at a generic level and for specific sectors, in
conformity with the scope of the study). The review suggested that the study could focus on the following
skill sets and then map the gaps concerning the NSQF for the relevant levels.
X Digital skills: Given the rapid changes in operations through digital platforms, middle-level managers
are expected to keep themselves abreast of the relevant digital skills (be it for regular operations,
marketing, branding, and so on).

X Green skills: The emerging global emphasis on ESG compliances, which is also relevant to the PSEs to
compete in international markets, necessitates that knowledge of green skills is deemed appropriate
for middle managers

X Financial management skills: In general, technical and functional skills are important on account
of the role that middle-level managers have to play, which is managing operations and also owning
middle-level managers have to play, which is managing operations and owning responsibility for their
group’s financial health and profitability.

X Business development skills: With an ever-increasing penetration of private sector entities and global
companies across sectors, PSEs face stiff competition to enhance their toplines. This warrants that they
should be adequately skilled in identifying new business opportunities, rapidly putting up business
proposals, making presentations to clients, winning large projects, and ensuring a comfortable
pipeline of projects in the short term, at least three years.

X Research and innovation skills: These have been marked as critical for contributing to existing
knowledge in the relevant sector.

X People management skills: Middle managers have to supervise a large set of staff reporting to them
(directly or indirectly), possessing abilities for creating a career pathway for the supervisees and team
members and having skills to keep the operational cadre adequately motivated has a direct bearing
on the operational efficiency.

X Leadership skills: Middle managers serve as a talent pool for future leaders who want to move up the
ladder within a given PSE or move laterally to other PSEs within the same sector. It is pertinent that
leadership skills are identified among them and training organized accordingly.

Accordingly, as a next step, perspectives of trainers and faculty members of training institutes run under
the aegis of large PSEs across sectors were obtained to delineate the specific skills under each of the
above broad skill sets. This step ensured that the questions were structured and relevant to the needs
of PSEs in the broad sectors included in the study.

1.4.3. Areas of enquiry and data analysis

The online survey sought to elicit responses on the following key areas.
1. Background of the respondents (educational qualifications, tenure in the current organization, tenure
in the current post).

2. Understanding the HR systems (recruitment of middle managers, onboarding, career planning, and
learning and development systems within the PSE).

3. Understanding the critical theoretical, generic (functional), and behavioural (soft skills) skills deemed
essential by middle managers in their current role.

4. Types of theoretical skills, generic (functional), and behavioural (soft skills) acquired from various
sources of training (within the PSE, external training, or even self-directed learning).
 X Introduction, approach, and methodology 31

5. Opportunities for application of the acquired skills.

6. Perceived skill gaps in each of the three dimensions.

The inputs from all respondents within the PSEs in a given sector were categorized into broad categories.
Then, the top 10 skills (denoting the maximum number of responses) were mapped under each of the
above areas. This exercise has been undertaken separately for the theoretical, generic (functional), and
behavioural (soft skills) skills and presented as separate chapters for each sector.
Further, given that middle management is a rather heterogeneous group with job roles corresponding to
a wide range of NSQF levels, starting from 4.5 to 6.5, the study has clubbed them as LMM corresponding
to NSQF levels 4.5-5, MMM corresponding to NSQF levels 5.5-6, and SMM corresponding to NSQF level
6.5. This has helped us to identify the differentiated skills required across the various cohorts of middle
management in each of the sectors that have included this as part of the present study.

X Box 1.3. Data analysis

The analysis for each sector has been presented across the following broad themes:
X Essential skills for current roles refer to the fundamental abilities and proficiencies required to
perform effectively in specific positions or roles within a given PSE and sector. They also reflect
the role's demands, industry standards, and the evolving nature of the work environment.

X Existing skills refer to the abilities, knowledge, and expertise that a respondent currently
possesses. They are assumed to have been acquired through education, training, work
experience, or personal development. Understanding existing skills is important for career
planning and identifying areas for improvement or further skill development.

X Opportunities for application of skills refer to situations or contexts where the respondents
have reported their experience of utilizing the abilities and knowledge they have gained
through education, training, or experience. These encompass opportunities from dispensing
specific tasks and involvement in relevant projects, roles, or challenges that align with skills.
Identifying the situation and the opportunities for the applying have been leveraged to arrive
at conclusions regarding job rotation, deployment on particular projects, and redundancy of
skilling intervention, where the skills may not have been used as frequently.

X Perceived skilling needs refer to the perceived or recognized gaps or deficiencies in skills that
individual respondents think they have to address to meet their current or future challenges,
demands, or goals in a given sector. The respondents have identified them based on their
self-assessment, performance evaluations, feedback from supervisors or colleagues, industry
trends, technological advancements, or changes in job roles or responsibilities. This analytical
section for each sector is expected to inform decisions regarding investing in training, education,
professional development, or other interventions to acquire or enhance the necessary skills and
competencies for middle management professionals.

Based upon the consolidated analysis of theoretical, generic, and behavioural skills, the study
sought to examine the emerging skills gaps for each sector, particularly in the context of green and
sustainability-related skills. These are suggestions for possible considerations to make the middle
managers future fit.
32 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

1.4.4. Limitations of the study

X While the initial sample plan had scope for getting responses from a few PSEs for each sector, the
number of PSEs that have responded finally ranges from four for the Metals and Minerals, five for the
Services, six for the Manufacturing and Construction, and nine (the highest) for the Energy sector.
However, this left limited scope for a combined analysis, which might be biased. Hence, the study has
chosen not to delve deeper as far as the combined analysis of middle management skills issues in PSEs
for all sectors combined.

X The study’s findings are thus presented with a focus on sectoral analysis, with separate sections in
the report. However, sample biases will be due to responses from limited PSEs, even within a given
sector. Given each sector's varying final sample sizes, the findings' confidence interval and margin
of error may also vary. At an aggregate level, though, the confidence intervals and margins of error
are within acceptable levels (around 95 per cent and less than 5 per cent, respectively). However, for
the Energy, and Manufacturing and Construction sectors, the results will hold at a higher confidence
interval level of 95 per cent (with a lower margin of error in the order of 4-6 per cent). The confidence
interval for the other two sectors (Metals and Minerals, and Services) is estimated at 90 per cent (with
a slightly higher margin of error between 6-7 per cent).

X 1.5. Presentation of the report

The present report has been divided into the following sections for ease of reference.
Apart from the above section (detailing the objectives, approach, methodology, and limitations of the
study), the sectoral findings for each sector are presented as separate parts of the report. These are:
X Energy sector

X Manufacturing and Construction sectors

X Metals and Minerals sector

X Services sector
 X Findings on the Energy sector 33

2. Findings on the
Energy sector

X 2.1. Sampling and profile of respondents

A total of 600 middle management professionals from ten different PSEs in the Energy Sector responded
to the survey questionnaire. The following table represents the different PSEs and the number of
respondents from each.

XTable 2.1: Number of respondents from different PSEs

Energy sector PSEs Sample respondents

Bharat Petroleum Corporation Limited 2

GAIL India Limited 27

Hindustan Petroleum Corporation Limited 43

Indian Oil Corporation Limited 41

Mangalore Refinery Petrochemical Limited 49

NTPC Limited 71

Oil Natural Gas Corporation Limited 15

Oil India Limited 118

Power Grid Corporation of India Limited 71

SVJN Limited 163

Total 600

The Middle Managers have been categorized into three sets based on their NSQF level.
1. The Lower Mid Managers (LMM): 171 LMMs (NSQF level 4.5-5.5) performing roles linked to Senior
Managers, Managers, Consultant Physicians, and so on in their respective PSEs.

2. The Middle Mid Managers (MMM): 398 MMMs (NSQF level 5.5-6) comprising Chief Engineer, Chief
Manager, Deputy General Manager, and so on from the ten PSEs (mentioned above).

3. The Senior Mid Managers (SMM): 31 SMMs (NSQF level 6.5), which includes the General Managers.
34 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Figure 2.1. Gender distribution across various levels of middle management in the Energy PSEs

3%

8%

12%

Men
LMM
MMM Women

SMM

88%
92%
97%

Men largely dominate the Energy sector. This skewness is standard across all categories and increases
as one progresses up the NSQF levels.
Middle managers in the Energy sector's PSEs in India have a majority presence of professionals with an
academic degree in engineering (followed by Business Management graduates and those possessing
comparable master's degree and higher levels of educational qualification. A small percentage also
consists of other domain experts in the realms of finance, accountancy, and law. The distribution of
officers across these educational categories is relatively uniform at all rungs of middle management.
The middle management in the Energy PSEs is relatively young. Nearly 85 per cent of the officers are
in the 30-50 age cohort, and roughly 87 per cent of the LMMs and MMMs belong to this age cohort.
This indicates a faster promotion and career growth of individuals in the sector, whereby middle
managers have a longer period to grow in their career journeys. For instance, more than 90 per cent
of the respondents reported having served more than ten years in the current organization. Further,
even among the middle management rungs (corresponding to job roles against NSQF level 5.5-6) and
relatively senior rungs (corresponding to job roles against NSQF level 6.5), 54.2 per cent and 90.33
per cent, respectively, were officers who had spent at least five years (to even ten years) in the middle
management cadre.
Therefore, perceptions regarding HR, training systems, and career planning applicable at the
organizational level are based upon understanding the experience of those who have served a
considerable time in the current organization.

X 2.2. HR systems: A broad overview

2.2.1. Recruitment and performance management

With nearly 92.5 per cent of entry-level hiring in the Energy sector's PSEs coming from a pool of fresh
engineering graduates or trained professionals from Business schools, it is natural to expect the
 X Findings on the Energy sector 35

presence of a structured system of training, skill development, and career plans for young graduates.
Having traversed a career journey of nearly 15-20 years, these officers now constitute the core of the
middle management cadre of the Energy PSEs in India.
Less than half of the middle management professionals in the Energy sector expressed knowledge
about any existing partnerships with technical institutions for such skilling. This may be symptomatic
of relatively less intensive participatory planning in curriculum development for the skilling of middle
management professionals in the sector. It also points to the need for relevant communication among
the middle management of such tie-ups or seeking their help in exploring potential partnerships with
technical institutions.

X Table 2.2. Ongoing partnerships with technical and management institutes

Responses Ongoing partnerships with technical and management institutes

NSQF Level 4.5 to 5 NSQF Level 5.5 to 6 NSQF 6.5 Total

Yes 40.9% 46.7% 25.8% 44%

No 32.7% 25.9% 51.6% 29.2%

Do not know 26.3% 27.4% 22.6% 26.8%

Total 171 398 31% 600

The Energy sector has been transforming in terms of systems and priorities, such as a move towards
green energy, renewable energy, and net-zero targets, to name a few. A PSE middle management cadre
must match the design and deployment strategies of Energy sector systems to adapt and expand rapidly.
Partnerships with technical institutes and engagement of the middle management cadre in forging and
deepening such relationships emerge as an area of engagement through the findings of the present
study.
With most of the requirements at the middle level in the Energy sector's PSEs in India being filled through
internal movements (88.5 per cent), it may be pertinent to note that at least 40.2 per cent of these middle
management professionals are also aware that in the event of a lack of any suitable candidate from the
existing pool, the HR systems also resort to filling these positions through lateral entries. The proportion
of these managers becomes higher as one moves up the NSQF levels (from 41.5 per cent at the LMM level,
38.4 per cent at the MMM level, to 54.8 per cent at the level of SMMs). Clearly, middle management in the
Energy PSEs is under pressure to perform and upgrade their skills to ensure their vertical movements
within their respective companies.

2.2.2. Career planning

Staff career planning is an essential aspect of HR operations. The senior rungs of middle managers (about
NSQF level 6) showed higher levels of awareness of career planning systems within their companies.
This is also reflective of them being cognizant of their responsibilities to engage and plan for the career
growth of their team members and juniors working in their respective departments. However, at an
aggregate level, only seven out of ten middle managers expressed awareness about the existence of
such a system within their respective organizations.
Surprisingly, this is even lower (less than six out of ten) among the women middle management
professionals in the Energy sector's PSEs in India. Interestingly, middle managers with the highest
educational qualifications in finance, law, or business management are better aware of such career
planning systems.
36 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Table 2.3. Awareness among middle managers in the Energy PSEs on the career planning system in place within
the company (in per cent)

Responses Gender Highest educational qualification NSQF category

Men Women Total B Tech/ CA/CS/ Master's MBA/ Others Total NSQF NSQF NSQF Total
BE/ B Sc ICWA/FCA degree PGDM (Certificate Level Level Level 6
and Diploma/ 4.5-5 5.5-6
higher Law/MBBS

Yes 70.60% 57.70% 69.50% 69.00% 81.50% 61.90% 73.70% 76.50% 69.50% 67.30% 69.60% 80.60% 69.50%

No 19.70% 26.90% 20.30% 19.90% 11.10% 26.50% 19.00% 11.80% 20.30% 20.50% 20.60% 16.10% 20.30%

Do not know 9.70% 15.40% 10.20% 11.10% 7.40% 11.50% 7.30% 11.80% 10.20% 12.30% 9.80% 3.20% 10.20%

Total (N) 548 52 600 171 398 31 600

An enquiry into the inputs that go into career planning for middle managers in the Energy sector's
PSEs shows that performance appraisal feedback, coupled with emerging priorities for organization/
department and individual skill gap analysis from the organizational-specific learning development
centres, accounts for nearly 70 per cent of the inputs for career planning. Importantly, across various
NSQF levels, performance appraisal feedback emerges as the dominant form of input for middle
managers in the Energy PSEs in India for career planning.

X Table 2.4. Dominant inputs for career planning for middle managers in the Energy

Dominant inputs for career planning for middle managers in the Energy PSEs Per cent of respondents

Performance appraisal feedback 31.67%

Emerging priorities for organization/department 11.33%

Individual Skill Gap Analysis from development centres 7.67%

All three (any two or all combined) 18.2%

Others 31.13%

PSEs
X Figure 2.2. Dominant inputs for career planning for middle managers in the Energy PSEs

Performance appraisal feedback

31% 32% Emerging priorities for organization/department

Individual skill gap analysis from

development centers

All three (any two or all combined)

11%
18% Others
8%
 X Findings on the Energy sector 37

With 69.6 per cent of all respondents reportedly attending learning development centres in 2022 and
2023, and roughly 62.6 per cent of the officers in the NSQF level 5.5-6 reported the same, it will be helpful
to note the shift witnessed in skill development based on feedback from such centres and performance
systems in the last few years (since the pandemic), including in the Energy sector.
Career planning based on feedback from individual development centres and performance appraisal
feedback is now appearing to be equally dependent on the strict quantitative numbers (such as revenue,
collections, and physical installations) as well as the key competency areas, core values, team targets and
collaborative approaches adopted by the middle managers. The role of technology in career planning,
making faster and unhindered two-way communication between the employees and the middle
management within the sector, and the effort to encourage the subordinates to be more creative to
reach enhanced career outcomes perhaps explains the contributory role of the above inputs for career
planning of middle managers in the Energy sector's PSEs in India.
Notably, the present study also shows that the Energy PSEs have been leveraging this information to
make suitable interventions in officer skill building. Nearly 40 per cent of officers had already undergone
such interventions during the last year.

2.2.3. Learning and development for middle managers

Middle management professionals in the Energy sector's PSEs have a range of skill development
options. Among the available options, the set of internal/external training programmes, job rotation,
and performance feedback are reportedly the top three options that equip middle management to take
on roles as they move up the ladder.

X Table 2.5. Opportunities for middle management for skill development in the Energy PSEs

Opportunities for middle management for skill development in the Energy Figures as per cent of
PSEs (multiple responses) all responses

Training programme 79.9%

Job rotation 71.3%

Performance feedback 67.5%

Development centre 54.1%

Exposure through projects/short-term assignments 45.5%

Peer learning 44.4%

Individual development plan 43.7%

Define career path 43.5%

Coaching or mentoring 39.8%

Onboarding training in a new role 29.2%

E-learning and knowledge sharing 0.5%

More than two-thirds (88 per cent) of the respondents concur that these options effectively enable them
to continue in their current roles.
Interestingly, the above ranking holds across the NSQF level 5.5-6, with a significant change for those
performing job roles against NSQF level 6.5, for whom job rotation and performance feedback tend to
be replaced by individual development plans and the development centre options. At the level of NSQF
6.5, where the managers are generally of the ranks of General Managers (GMs) and virtually heading a
defined business vertical, it is their individual plans that gain prominence towards their skill development.
38 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Clearly, individual development plans for skilling middle managers show up only at later stages, with a
greater reliance on training, job rotation, and performance feedback as the key channels for upskilling
them in the earlier rungs of the middle management cadre in the Energy PSEs.
The findings also show that in the case of job rotation, middle management professionals in the Energy
PSEs tend to benefit mainly from combinations of on-the-job-training (66 per cent of all responses) and
learning from peers (73.6 per cent of responses), and this holds for those performing job roles against
NSQF levels 5.5-6. Significantly, the corresponding percentages for the NSQF level 6.5 job roles are lower
(61.3 per cent of all responses). Viewed in conjunction with the role of individual development plans that
occupy a significant position in skilling opportunities for the NSQF level 6.5 middle managers in PSEs,
it is clear that job rotation holds lower importance for them as a pathway for gaining necessary skills.
However, job rotation arguably holds relevance when the managers in the Energy PSEs are at the lower
levels of the middle management cadre and are able to gain experience through a shorter learning curve.

2.2.4. Methods and platforms for upskilling middle managers

The study examined the processes of skill acquisition among middle managers to gauge the currently
preferred methods and platforms (such as external, internal, and self-learning through online sources,
to name a few).
In the Energy sector's PSEs, internal and external training platforms are being leveraged to train middle-
level management professionals. More than 60 per cent of the middle managers reported having
undergone skill acquisition through these platforms. Interestingly, self-directed learning is also finding
favour among the middle management cadre as a form of updating their skills in this highly dynamic
sector. While this may be ascribed to individual motivation levels, digital learning platforms are gradually
beginning to show their relevance in shortening the learning curve of middle management in the Energy
PSEs in India. Nevertheless, certification programmes have yet to gain currency in such PSEs to upskill
the middle management cadre across the NSQF levels.

X Table 2.6. Participation of middle managers in skill acquisition through various platforms during
that one year (as per cent of respondents) in the Energy PSEs
Participation of middle managers in skill acquisition through various Per cent of
platforms during the last year respondents

External training/workshops 61.2%

Internal training 63.8%

Certification programmes 22.8%

Self-directed learning (online/offline) 41%

Digital learning platforms 30.2%

X 2.3. Theoretical and professional technical skills

2.3.1. Essential skills for current roles

Given that this is one of the few studies recently conducted on the Energy sector's PSEs to understand
the skill gaps among middle management professionals, it was deemed essential to identify the critical
technical skills required by the sub-cohorts of middle management, that is, the lower, middle, and senior
rungs of the middle management cadre in the sample PSEs from the Energy sector.
 X Findings on the Energy sector 39

Uniformity in top-ranked skills across sub-cohorts

Interestingly, there is a broader level of uniformity among the top-ranked skills across the various sub-
cohorts. At an aggregate level, the middle managers in the Energy sector are expected to possess skills
ranging from sectoral knowledge and the latest developments to OM, market intelligence and sales
techniques, and even regulatory issues.

X Table 2.7. Top 10 desired essential and critical Technical Skills for middle management in the Energy
PSEs
Rank LMM NMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=144) (N=339) (N=29)

1 Sectoral 18.80% Sectoral Knowledge, 23% Sectoral 24.10%

Knowledge, Information and Knowledge,
Information and Adaptation Information and
Adaptation Adaptation

2 Soft Skills, 18.80% OM 13.90% OM 17.20%

Negotiation Skills,
Behavioural Skills

3 Planning and 18.10% Problem-Solving 13.60% Skill 17.20%

Detailed Project Critical Thinking (Development,
Report Research, and
training)

4 Data Analysis 13.90% Soft Skills, 13.60% Soft Skills, 17.20%

Analytics Negotiation Skills, Negotiation Skills,
Behavioural Skills Behavioural Skills

5 Market intelli- 13.90% Security (Integrated 13.30% Knowledge of 17.20%

gence, Analysis, Cyber, Asset Processes for
and Sales Management, Data Training
techniques Control Monitoring
Surveillance Safety)

6 Problem-Solving 13.20% Regulatory Issues 12.70% Regulatory Issues 13.80%

Critical Thinking

7 Business 11.80% Market Intelligence 11.80% Basic and 10.30%

Development analysis Sales Advanced
Customer Techniques Computer
Orientation Skills-3D
Designing,
8 Regulatory Issues 11.80% Power plants and 11.80% Modelling, and
Transformers, analysis, CAD,
Transmission AutoCAD;
systems Business
Development
9 O M 11.10% Data Analysis 11.50% and Customer
Analytics, Orientation,
Data Analysis
10 Productivity Knowledge of 11.20% Analytics,
Efficiency Processes for Engineering
Training (Knowledge, skills,
training),
Procurement,
Problem-Solving
Critical Thinking

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value have
been ranked at the same level. The percentage shows the number of respondents against each of these equally ranked skills.
40 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Skills expected for middle managers in the Energy PSEs: At the MMM levels (corresponding to the
NSQF levels 5.5 to 6), managers are expected to possess skills in security (cyber and asset security,
both) and management of power plants and transmission systems. These skills emerge as additional
requirements for the MMM owing to their added responsibilities of project execution, ensuring
seamless operations, and the pressing need to manage larger teams and multiple projects.

X Differentiated requirements for senior middle managers in the Energy PSEs: The senior rungs
of the middle managers in the Energy sector's PSEs are differentiated in terms of their additional
requirements to manage large-scale procurements and generate new businesses for their respective
companies. Coupled with the requirements of problem-solving and critical thinking skills, it is clear
that the senior cohorts of the middle managers in the Energy PSEs are expected to start performing
roles in strategic thinking and business generation to contribute to the top line of their respective
companies.

X Importance of communication, administration, financial management, and accounting skills for

LMM and MMM cohorts: It is also pertinent to note that for the LMM and MMM cohorts, the middle
management skills in communication and administration have been shown to be of relatively higher
importance, with nearly 8.3 per cent of LMM respondents and 6.5 per cent of the MMM respondents
having expressed their perceived criticality of these skills in their current roles. This was, however,
different in the case of a senior cohort of the MMM. The LMM and MMM cohorts may feel that
engaging with external clients and cross-departmental engagements for project execution is an
important skill. A similar picture emerges for skills related to financial management and accounting
skills for these two cohorts.

X Box 2.1. Criticality of new age skills: Sub-optimal appreciation

X Regarding the emerging skill sets in artificial intelligence (AI), sustainability, renewables, and
net-zero, for example, one does not find that the middle managers in the Energy sector's
PSEs perceive these as highly critical skills. At an aggregate level (all cohorts combined), the
respondents felt that these skills are essential for their role as middle management professionals.
These are thus important pointers for the HR departments in the Energy PSEs to begin designing
and executing skill development programmes for its middle management cadre. Therefore, for
the HR departments in the Energy PSEs, the key will be to bring out the relevance of these skill
sets in their specific roles in enhanced efficiency and regulatory compliance rather than merely
organizing orientation sessions on the broader definitional aspects of these skills.

2.3.2. Existing level of professional skills and expertise

The middle management cadre in the Energy PSEs primarily undergoes a mix of external training
and internal training programmes, followed by self-directed learning. Certification programmes and
digital platforms still need to be aggressively pursued to train middle management in the Energy PSEs.
Respondents across the levels reported various types of skills acquired from multiple sources. Based on
these responses at each level, the top 10 skills were ranked separately for each category and have been
presented below.
X Emphasis on security skills in the Energy sector: It is interesting to note that across the various
cohorts of middle management in the Energy sector's PSEs, there has been a concerted attempt
at skilling these professionals in the realm of security that extends to cyber security, asset security,
data surveillance, and safety. Clearly, the spread of IT-enabled processes in the sector is triggering
responses from the Energy PSEs to accord high priority to the skill development of its middle
management in security-related matters, particularly cyber and data security. Continued emphasis
 X Findings on the Energy sector 41

on these aspects shall prepare the middle management in the Energy sector to be prepared for
responding to such emergencies and transitions as the sector deepens its reliance on IT.

X Variation in skill emphasis across NSQF and middle management cohorts: The ranking of the
subsequent sets of skills, however, shows variations across NSQF and middle management cohorts
(namely, LMM, MMM, and SMM). While execution-related skills occupy higher ranks in the skilling
programmes for the LMM, elements of market intelligence and soft skills, including negotiation skills,
start appearing as one moves to the MMM level. In fact, for the SMM in the Energy sector, soft skills,
business development, problem-solving, critical thinking, and even regulatory issues emerge as
differentiated sets of skills.
42 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Table 2.8. Top 10 Technical Skills acquired by the Energy PSEs middle management from various
sources

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=136) (N=325) (N=27)

1 Security 22.79% Security (Integrated, 26.15% Security 33.33%

(Integrated, Cyber, Cyber, Asset (Integrated,
Asset Management, Data, Cyber, Asset
Management, Control Monitoring, Management,
Data, Control Surveillance, Safety) Data, Control
Monitoring, Monitoring,
Surveillance, Surveillance,
Safety) Safety)

2 Planning Detailed 21.32% Power Plants 20% Soft Skills, 25.93%

Project Report Transformers, Negotiation
Transmission Skills,
Systems Behavioural
Skills

3 OM 17.65% Knowledge of 17.85% Power Plants 22.22%

Processes for Transformers,
Training Transmission
Systems

4 Knowledge of 16.91% OM 15.69% Knowledge of 18.52%

Processes for Processes for
Training Training

5 Financial 13.97% Data Analysis 15.08% Business 14.81%

Management Analytics Development
- Accounting, Customer
Auditing Orientation,
Contract
6 Power Plants 13.24% Electronic Circuit 11.69% Management,
Transformers, Design Planning
Transmission Detailed Project
Systems Report,
Problem-Solving
7 Data Analysis 12.50% Financial 11.08% Critical
Analytics Management Thinking,
- Accounting, Regulatory
Auditing Issues,
Sectoral
8 Sectoral 11.03% Soft Skills, 11.08% Knowledge,
Knowledge, Negotiation Skills, Information
Information Behavioural Skills Adaptation
Adaptation

9 HR 10.29% Market Intelligence, 10.77%

(Compensation, Analysis Sales
Scorecard, Techniques
Recruitment,
Policies,
Alternative
Dispute
Resolution,
Aligning with
Company's Goals)

10 Market 10.29% Productivity 10.46%

Intelligence, Efficiency
Analysis Sales
Techniques

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.
 X Findings on the Energy sector 43

X Differentiated skill development strategies: It is evident that the ongoing skilling programmes in
the Energy sector's PSEs have been focusing on differentiated strategies for its rather heterogeneous
middle management. The nature of skills is focused on implementation and reporting for the LMM.
In contrast, for MMMs, the introduction of additional skills aims to prepare them to ensure efficiency
in execution and yet, at the same time, be prepared for taking on higher roles when they move to
senior rungs. On the other hand, for the senior rungs of the middle management, the focus for skill
development has been on generating new businesses and ensuring related government compliance.

Seeking to understand the current level of expertise of the middle managers across various skills, the
study specifically gathered information from the respondents to list various skills where they typically
excel in their assigned job roles. The table below shows that the Energy sector's PSEs middle managers
are confident in their understanding of the latest developments in the sector and are also proficient in
soft skills in negotiations.

X Table 2.9. Typology of top 10 Technical Skills where middle managers excel in their job roles in the
Energy PSEs
Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=116) (N=287) (N=25)

1 Sectoral 19.80% Sectoral Knowledge 16.40% Productivity 20%

Knowledge, Information Efficiency,
Information and Adaptation Sectoral
Adaptation Knowledge,
Information and
2 Soft Skills, Soft Skills, 14.60% Adaptation
Negotiation Skills, Negotiation Skills,
Behavioural Skills Behavioural Skills

3 Data Analysis 16.40% Problem-Solving 14.30% Data Analysis 16%

Analytics Critical Thinking Analytics

4 Market 12.10% OM 13.60% Basic and 12%

Intelligence, Advanced
Analysis, and Sales Computer
Skills- 3D
5 Knowledge of 11.20% Data Analysis 12.90% Designing,
Processes for Analytics Modelling and
Training, Problem- Analysis, CAD,
Solving Critical Auto CAD, Basic
Thinking Computer Skills
and Digital
Communication,
Engineering
6 Power plants, 10.10% (Knowledge,
Transformers, skills, training),
Transmission Knowledge of
systems Processes for
Training,
7 OM, Planning, and 9.50% Knowledge of 9.40% Planning
Detailed Project Processes for Detailed Project
Report Training Report,
Regulatory
8 Security (Integrated 9.10% Issues,
cyber, Asset, Soft Skills,
Management, Data, Negotiation
Control and Skills,
Monitoring, Behavioural
Surveillance, Safety) Skills
44 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=116) (N=287) (N=25)

9 Communication 8.60% OM- Document 8.70%

Administration Control (Drafting,
Maintenance,
Management
systems, Software,
Tools, Design,
Analysis, Control),
10 Financial Planning and
Management- Detailed Project
Accounting, Report
Auditing

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

The expertise of middle managers across various skills:

X Across the middle management sub-cohorts, those performing roles corresponding to NSQF levels
4.5-5 (referred to here as LMM) also claim excellence in skills related to data analytics, OM, planning
and preparing detailed project reports, communication, and financial management.

X For those performing roles against the NSQF, levels 5.5 to 6 (referred to as MMM), they also show
expertise in data analytics, power plants and transmission systems management, and security (cyber
and asset) related skills. Notably, the MMMs are also found to be adequately skilled in the Energy
sector's PSEs, particularly in a specialized domain of OM - document control (comprising drafting,
design, and analysis, to name a few).

X Contribution to high performance in the Energy sector's PSEs: Expertise in productivity and
efficiency, regulatory issues, and project engineering, as expressed by the SMM respondents from
the Energy PSEs, provides an added basis for delineating these as contributory factors, making several
Energy PSEs as high performers (and figuring in the Maharatnas and Navratnas categories in India).

2.3.3. Opportunities for application of acquired skills

X The crucial role of middle managers in driving innovation and sustainability: In the dynamic
and ever-evolving Energy sector, middle managers are pivotal in driving innovation, efficiency, and
sustainability. These professionals, who operate at the intersection of strategic decision-making and
on-the-ground execution, play a crucial role in shaping the industry's future. As the energy landscape
continues to undergo rapid transformations, the skills acquired and refined by middle managers have
never been more essential. Accordingly, an exploration of how these skills, honed through experience
and learning, are utilized to address the unique challenges and opportunities in the Energy sector is
vital.

X Practical applications of middle managers' skills in the Energy sector: This study's data on
opportunities for the middle managers in the Energy sector's PSEs to apply some of these skills
provides valuable insights into the practical applications of their abilities (inherent and acquired
through training) and how they contribute to the ongoing success of their organizations and the
broader energy landscape.

X High levels of skill application across middle manager cohorts: Middle managers across the cohorts
(lower/middle/senior) in the Energy sector have expressed high levels of applications of skills ranging
from sectoral knowledge of OM, planning and preparation of DPRs, contract management, data
 X Findings on the Energy sector 45

analytics, core engineering skills and even soft skills, including negotiation skills. The broad range of
roles typically performed by the middle managers in the Energy PSEs includes project management,
budgeting and financial management, technical innovations, team management, regulatory
compliance, and stakeholder relationship management. As expressed by the sample respondents for
the study, the skills are broadly in sync with the former.

X Table 2.10. Opportunities for application of top 10 Technical Skills in the Energy PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=107) (N= 264) (N= 22)

1 Sectoral 16.8% Sectoral Knowledge, 12.9% Engineering 18.2%

Knowledge, Information (Knowledge,
Information Adaptation skills, training)
Adaptation

2 OM - Document 15% Data Analysis 12.5% Problem- 13.6%

Control (Drafting, Analytics Solving Critical
Maintenance, Thinking, Soft
Management Skills,
Systems, Software, Negotiation
Tools, Design, Skills,
Analysis, Control) Behavioural
Skills
3 Data Analysis 14% SAP-ERP 11.4%
Analytics

4 Contract 10.3% Security (Integrated, 9.1% Basic Advanced 9.1%

Management Cyber, Asset Computer Skills
Management, Data, -3D Designing,
Control Monitoring, Modelling
Surveillance, Safety) Analysis, CAD,
AutoCAD,
5 Problem-Solving 10.3% Soft Skills, 8.3% Communication
Critical Thinking Negotiation Skills, Administration,
Behavioural Skills Data Analysis
Analytics,
6 Market 9.3% OM 7.6% Contract
Intelligence, Management,
Analysis Sales Power Plants
Techniques Transformers,
Transmission
7 Soft Skills, 9.3% Communication 6.8% Systems,
Negotiation Skills, Administration Planning
Behavioural Skills Detailed Project
Report,
8 Planning Detailed 8.4% Basic Advanced 6.4% Knowledge of
Project Report Computer Skills Processes for
- Analysis, Business Training,
Application Financial
Programming Management
- Accounting,
9 Financial 7.5% Problem-Solving 6.1% Auditing, OM,
Management Critical Thinking Market
- Accounting, Intelligence,
Auditing Analysis Sales
Techniques
10 SAP-ERP 7.5% Financial 5.7%
Management
- Accounting,
Auditing

Note:For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against these equally ranked skills.
46 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Tailoring skilling strategies to address heterogeneity in middle management roles: There are a
few differences in the opportunities for applying skills across the various cohorts, mainly if one looks
at the top-order skills generally applied by them. For instance, while the LMM cohort expresses high
levels of application and usefulness of skills related to OM Document Control (for example, drafting
and design) and systems, applications, and products in data processing and enterprise resource
planning (SAP-ERP), the MMM cohort does not find frequent opportunities to apply the skills on the
former. In contrast, the SMM cohort does not get similar opportunities to use either of these skills.
Interestingly, the MMM cohort is more frequent than the other cohorts in applying skills related to
security (assets, cyber, and so on). This point is needed to devise a differentiated skilling strategy for
middle management in the Energy sector, given the heterogeneity in the expected roles (as described
in the NSQF).

2.3.4. Perceived skilling needs for job roles and responsibilities

PSEs are crucial for addressing industry challenges and fostering professional development. The
perspectives of these key professionals shed light on areas where improvement is needed, and this
interpretation aims to explore their insights.
Middle managers in the Energy sector's PSEs often possess a unique vantage point, straddling the realms
of strategic decision-making and hands-on operations. As such, their perceptions of technical skill gaps
are shaped by a deep understanding of the sector's intricate dynamics. When middle managers assess
their technical skill gaps, several common themes tend to emerge.

X Table 2.11. Perceived gaps in the top 10 Technical Skills in the Energy PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=110) (N=256) (N=23)

1 Sectoral 20% Sectoral knowledge, 21.90% Sectoral 21.70%

Knowledge, Information knowledge,
Information and Adaptation Information
Adaptation Adaptation

2 Soft Skills, 16.40% Soft Skills, 12.10% Knowledge of 17.40%

Negotiation Skills, Negotiation Skills, Processes for
Behavioural Skills Behavioural Skills Training

3 Knowledge of 12.70% Data Analysis 10.20% OM- Document 17.40%

Processes for Analytics Control
Training (Drafting,
Maintenance,
Management
Systems)

4 OM- Document 10.90% Knowledge of 10.20% Soft Skills, 17.40%

Control (Drafting, Processes for Negotiation
maintenance, Training Skills,
Management Behavioural
systems, Software, Skills
Tools, Design,
Analysis, Control)

5 Planning and 10% Productivity 10.20% Basic Computer 13%

Detailed Project Efficiency Skills Digital
Report communication
 X Findings on the Energy sector 47

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=110) (N=256) (N=23)

6 Communication 10% Problem-Solving 9.00% Data Analysis 13%

and Administration Critical Thinking Analytics

7 Data Analysis 10% OM 8.60% Engineering 13%

Analytics (Knowledge,
skills, training)

8 Productivity 9.10% Security (Integrated, 8.60% Productivity 13%

Efficiency Cyber, Asset, Efficiency
Management, Data,
Control Monitoring,
Surveillance, Safety)

9 Problem-Solving 8.20% Market intelligence, 7.80% Basic and 8.70%

Critical Thinking, Analysis Sales Advanced
Security Techniques Computer
(Integrated, Cyber, Skills- Analysis,
Asset, Business
Management, Application
Data, Control Programming,
Monitoring, Contract
10 Surveillance, Planning and 7.00% Management,
Safety) Detailed Project Resource
Report Management
and Utilization,
Regulatory
Issues,
Planning and
Detailed Project
Report,
Skills in
Development,
Research and
Training,
Problem-
Solving Critical
Thinking

Note:For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against these equally ranked skills.

The findings of the study indicate that for the middle management professionals in the Energy sector's
PSEs, the skill gaps relate to:
a. updated knowledge of the developments (theoretical and applied) in the sector

b. soft skills

c. negotiation skills

d. OM document control systems

e. Measures to enhance work-related Productivity and Efficiency

f. basic digital skills

While these are the commonly felt gaps (as perceived by the managers across all cohorts—LMM/MMM/
SMM), the cohorts on LMM and MMM also think that they need better skills in security systems (both
cyber and asset security), data analytics, and problem-solving and critical thinking.
48 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

The SMM cohort in the Energy sector's PSEs interestingly expressed skill gaps in regulatory aspects,
training processes, and contract management. A look at the NSQF descriptors regarding the technical
skills required at the NSQF level 6.5 (corresponding to the SMM cohort in this study) also suggests that
the SMMs must possess transdisciplinary skills, including project management and effective decision-
making skills.
A similar picture emerges for the LMM and MMM cohorts. For the LMMs, the NSQF predictor on technical
skills also warrants that managers at this level must possess strong skills in data collation, organizing
information and data analysis for informed decision-making. Their perceived skill gap, for instance, in
data analysis and analytics skills (as shown in the table above), also reflects the challenges some of
these managers at LMM might currently face in effectively performing their job roles. Also, it points to
reorienting the thematic focus of the present skilling and training programmes in the Energy sector's
PSEs in India.

X 2.4. Generic skills

In the dynamic landscape of the Energy sector's PSEs, middle management professionals play a pivotal
role in driving organizational success. A comprehensive set of functional skills is crucial to excel in this
domain, aligning with the skills qualification and credit frameworks. These skills empower professionals
to adapt to ever-evolving industry trends, make informed decisions, and contribute significantly to their
organizations' growth.
The following sections present a typology of the essential functional skills for the Energy sector's PSEs
for its middle managers, along with a mapping of their current skills (acquired through various training
and skill development interventions), the pattern of usage of these skills, and managers' perception of
the felt skilling needs. The section concludes with an aggregate view of the skilling needs and desired
interventions in generic functional skills for employment readiness.

2.4.1. Essential skills for current roles

Middle management professionals in the Energy sector's PSEs in India require diverse generic functional
skills that align with skills qualification and credit frameworks to navigate their roles effectively. To
examine and study the skill gaps (for the generic skills) among middle managers cadre in the Energy
sector's PSEs, it is deemed necessary first to identify the critical essential skills required by the sub-
cohorts of middle management, that is, the lower, middle, and senior rungs of the middle management
cadre in the sample PSEs from the Energy sector.
X Multifaceted essential skills for middle managers in the Energy PSEs: The top-ranking skills across
the different sub-cohorts are largely uniform across the middle managers performing job roles across
various NSQF levels. Overall, it becomes clear that middle managers in the Energy PSEs are required to
know a variety of topics, including team management, negotiation skills, communication, leadership,
project management, building relationships with clients, and even problem-solving. For instance,
functional project management skills assume importance in overseeing energy infrastructure
projects, ensuring they are completed on time and within budget.

X Importance of data analysis skills across middle management cohorts: The functional skills related
to data analysis and analytics have been shown to be relatively more important for the LMM and MMM
cohorts, with nearly 9.4 per cent of LMM respondents and 12.2 per cent of MMM respondents having
expressed their perceived criticality of these skills in their current roles. The ability to gather, analyze,
and interpret data for informed decision-making is assumed to be invaluable in optimizing energy
operations and resource allocation. However, this was different with the senior mid-management
 X Findings on the Energy sector 49

cohort. This may be attributed to the role of the LMMs and MMMs in collecting, organizing, and
presenting data. In contrast, the senior rungs are expected to only use the processed data for strategic
decision-making for their respective verticals.

X 2.12. Desired top 10 essential and critical Generic Skills for middle management in the Energy PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respon- respondents respondents
dents (N=303) (N=25)
(N=128)

1 HR (Soft Skills)- 53.10% HR (Soft Skills)- Team 47.50% HR (Soft 56%

Team Management, Skills)- Team
Management, Boundary Management,
Boundary Management, Boundary
Management, Negotiation Skills Management,
Negotiation Skills Negotiation
Skills

2 Communication 21.90% Communication 27.70% Communication 32%

3 Project 21.90% Project Management 19.50% Computer 20%

Management Skills- Advanced

4 HR (Operations) 16.40% Leadership 17.20% Leadership 20%

5 Leadership 16.40% Data Analysis 12.20% Client 16%

Analytics Management,
Relationship
Management

6 Team Management 13.30% Health, Safety 12.20% Financial 16%

Environment Management
-Project
Budgeting

7 Client 12.50% HR (Operations) 12.20% HR (Operations) 16%

Management,
Relationship
Management

8 Problem-Solving 12.50% Client Management, 11.90% Project 16%

Critical Thinking Relationship Management
Management

9 Data Analysis 11.70% Problem-Solving 11.90% Health, Safety 12%

Analytics Critical Thinking Environment

10 Computer 9.40% Contract 11.20% Problem- 12%

Skills- Advanced Management, Solving Critical
Operations Thinking,
Maintenance Sectoral
awareness,
Team
Management

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value have
been ranked at the same level. The percentage shows the number of respondents against each of these equally ranked skills.

X Importance of communication skills for middle managers in the Energy sector PSEs: It is also
important to note the criticality of communication skills for all rungs of middle management in the
Energy sector's PSEs. Effective communication with the team members and external stakeholders,
including government bodies, local communities, and international organizations, is vital for smooth
project execution and maintaining a positive image of the sector, given the ever-increasing compliance
requirements regarding ESG from energy companies. These skills empower professionals to adapt
50 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

to ever-evolving industry trends and enable them to make informed decisions and contribute
significantly to their organizations' growth.

X Focus on Health, Safety, and Environment (HSE) and HR operations skills: Positively, HSE is seen as
a desired skill by the MMMs and the SMMs, which points out the increasing awareness among the
middle managers in the Energy sectors towards occupational health and safety of the employees.
The same goes for HR (Operations). These essential skills, as emerging from the survey, signal the
increased concerns of the senior cohorts of the mid-managers towards the development of employees
and better team management, skills in leading and motivating teams, as well as fostering a culture of
innovation and safety, as vital for their corresponding job roles.

X Relevance of updated sectoral awareness for senior middle managers: Further, the need for
updated sectoral awareness among the SMMs in the Energy sector's PSEs draws upon the need to
stay competitive and sustainable, which can only come through awareness of emerging technologies,
such as smart grids, renewable energy innovations, and automation.

2.4.2. Existing level of generic skills and expertise

X Uniform emphasis on security skills and common functional skills across middle management
rungs in the Energy PSEs: A broad look at the reported set of functional and generic skills acquired
from various training sources (such as external training, in-house training, participation in seminars,
or even self-directed learning) in the Energy PSEs suggests that security skills rank as the top most
generic skill acquired by all the rungs of middle managers. Other common functional skills range from
financial management to project planning and developing detailed project reports.
 X Findings on the Energy sector 51

X Table 2.13. Top 10 Generic Skills acquired from various sources in the Energy PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=136) (N=325) (N=27)

1 Security 22.79% Security (Integrated, 26.2% Security 33.3%

(Integrated, Cyber, Cyber, Asset (Integrated,
Asset Management, Data, Cyber, Asset
Management, Control Monitoring, Management,
Data, Control Surveillance, Safety) Data, Control
Monitoring, Monitoring,
Surveillance, Surveillance,
Safety) Safety)

2 Planning Detailed 21.32% Power Plants 20% Soft Skills, 25.9%

Project Report Transformers, Negotiation
Transmission Skills,
Systems Behavioural
Skills

3 OM 17.65% Knowledge of 17.8% Power Plants 22.2%

Processes for Transformers,
Training Transmission
Systems

4 Knowledge of 16.91% OM 15.7% Knowledge of 18.5%

Processes for Processes for
Training Training

5 Financial 13.97% Data Analysis 15.1% Business 14.8%

Management Analytics Development
- Accounting, Customer
Auditing Orientation,
Contract
6 Power Plants 13.24% Electronic Circuit 11.7% Management,
Transformers, Design Planning
Transmission Detailed Project
Systems Report,
Problem-
7 Data Analysis 12.50% Financial 11.1% Solving Critical
Analytics Management Thinking,
- Accounting, Regulatory
Auditing Issues, Sectoral
Knowledge,
8 Sectoral 11.03% Soft Skills, 11.1% Information
Knowledge, Negotiation Skills, Adaptation
Information Behavioural Skills
Adaptation

9 HR (Compensation, 10.29% Market Intelligence, 10.8%

Scorecard, Analysis Sales
Recruitment, Techniques
Policies, Alternative
Dispute Resolution,
Aligning with
Company's Goals)

10 Market 10.29% Productivity 10.5%

Intelligence, Efficiency
Analysis Sales
Techniques

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value have
been ranked at the same level. The percentage shows the number of respondents against each of these equally ranked skills.
52 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Customized skill development for middle managers in the Energy PSEs: There are variations in
the typology of skills acquired across the middle managers performing varied roles corresponding
to NSQF levels 4.5-5, 5.5-6, and 6.5, respectively. For instance, data analytical skills are emphasized
at both NSQF levels 4.5-5 and 5.5-6. These indicate the design of suitable training programmes that
are synchronized with their job roles in execution and also prepare reports for informing senior
management.

X Progressive skill emphasis along the middle management ladder: Interestingly, there is an
emphasis on soft skills and negotiation skills as one moves up the ladder, from MMM onward to SMMs
(that is, NSQF level 6.5). This reflects the role these managers (MMMs and SMMs) have to perform
in terms of effective mentoring, collaboration, and even creative and persuasive communication to
strike business deals and even in the daily management of projects. Furthermore, the fact that senior
rungs of middle managers are expected to have an understanding and appreciation of constitutional
and legal provisions as well as possessing creative thinking and innovation skills, one finds that the
emphasis on skills training for SMMs in the Energy PSEs is providing the desired training for such
managers to be able to demonstrate cross-functional leadership.

2.4.3. Opportunities for application of acquired skills

X Utilization of soft skills across management levels in the Energy sector: The respondents from all
management levels in the Energy sector reported using soft skills in the HR domain, such as team
management, boundary management, and negotiation skills. Nearly 37.8 per cent of respondents
from LMM, 34.1 per cent from MMM, and 35.3 per cent from SMM reportedly had opportunities to
apply for HR (soft skills). It is assumed that such exposure to job roles can help them deepen their
understanding and appreciation of a critical skill they need and have also been provided training.

X Limited exposure to leadership and data analytics for lower-level managers in the Energy
sector: Only a handful of LMMs reported exposure to jobs involving communications, leadership,
team management, and even data analytics. The MMMs, too, have expressed similar opportunities
to apply leadership, communications, and team management skills.

X Table 2.14. Top 10 Functional Skills acquired from various sources for middle management in the
Energy PSEs
Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=82) (N=211) (N=17)

1 HR (Soft Skills)- 37.80% HR (Soft Skills)- Team 34.10% HR (Soft 35.30%

Team Management, Skills)- Team
Management, Boundary Management,
Boundary Management, Boundary
Management, Negotiation Skills Management,
Negotiation Skills Negotiation
Skills

2 Communication 19.50% Leadership 15.60% Computer 29.40%

Skills- Advanced

3 Leadership 15.90% Communication 15.20% Project 23.50%

Management

4 Problem-Solving 12.20% Contract 10.90% Client 17.60%

Critical Thinking Management Management,
Relationship
5 Team Management 11% Project Management 9.50% Management,
Communication
 X Findings on the Energy sector 53

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=82) (N=211) (N=17)

6 HR (Operations) 8.50% Team Management 8.50% Financial 11.80%

Management-
Accounting,
7 Data Analysis 7.30% Computer Skills- 8.10% Auditing
Analytics Advanced Problem- HR
Project Solving Critical (Operations),
8 Management Thinking Leadership,
Team
9 Computer Skills- 6.10% Data Analysis 7.60% Management
Advanced Analytics
Financial
Management-
Accounting and
auditing
10 Financial 7.10% Construction 5.90%
Management- Management
Accounting Auditing

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Real-world application of skills - a path to career advancement in the Energy sector: For the
LMMs and MMMs, it is pertinent to note that although acquiring skills in communications and data
analytics is considered valuable, these skills are most effective when put into practice. Exposure to job
opportunities allows these employees to apply their skills in real-world situations, which helps them
develop proficiency and gain experience. For employees looking to advance their careers, especially
in a competitive industry like energy, having the opportunity to apply acquired skills is essential.
This hands-on experience can demonstrate their value to the organization and open avenues for
career advancement. Further, with the rapid developments in the Energy sector, there is increasing
reliance on data analytics for decision-making and the need for effective communication to engage
stakeholders. Exposure to such projects or opportunities within the daily work of LMMs skills in these
areas is thus desirable for individual employees and the Energy sector's PSEs to stay competitive and
relevant. It is the LMMs who would comprise the pool of sector leaders in the next decade. Hence,
appropriate opportunities to apply the skills must be more deftly designed.

X Box 2.2. Harnessing the returns on investment from existing skilling programmes

The significant survey findings reveal that the exposure to applying relevant skills, even for senior
middle management (those performing job roles against NSQF level 6.5) in the Energy sector's
PSEs, requires a reevaluation.
While nearly one-third of such respondents reported opportunities to apply advanced computer
skills in their jobs, too much exposure to project management may not be required for such senior
middle management professionals.
Greater exposure to more strategic and leadership roles (which was only reported by 11.8 per cent
of the respondents) could perhaps prepare the senior middle management in the Energy sector's
PSEs for their envisaged leadership roles in the near future.
54 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

2.4.4. Perceived skilling needs

X Addressing persistent skill gaps in middle management: It is interesting to note that although
the emphasis on training middle management on the HR related soft skills (for example, team
management, boundary management, and negotiation skills)—both in terms of skilling programmes
per se as well as exposure to apply these skills, a significant proportion (nearly 40 per cent) still
report these as perceived skilling gaps. A similar picture emerges across the various levels of middle
management in terms of perceived skill gaps in the realm of client management, leadership, and
project management, to list a few.

X Recognition of HSE skill gaps among senior middle managers: Interestingly, one out of every
six SMMs in the Energy sector respondents also expressed a felt skill gap in the realm of HSE. The
ever-growing emphasis on OSH—also now included by the ILO as a component of Fundamental
Principles and Rights at Work (FPRW)—and the need for reducing the carbon emissions for sustainable
development brings out the criticality of this felt gap among the senior middle managers in the Energy
sector's PSEs in India. Putting these themes higher on the priority list for the skilling programmes
designed by the PSEs may be considered.

X Considerations for improving skill development programmes: The above findings point towards
either the need for repeat training on these middle management skills (rather than as a one-off
exercise) or reexamining the content of the training programmes. Partnerships with leading
management institutes with expertise in HR and organizational behaviour could potentially allow the
PSEs to leverage such knowledge in the market to sharpen the curriculum of these skills programmes
and draw upon the faculty members from such institutes to deliver the lectures.

X Table 2.15. Perceived gaps in the top 10 Generic Skills in the Energy PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=100) (N= 236) (N= 19)

1 HR (Soft Skills) 47% HR (Soft Skills) 40.7% HR (Soft Skills) 42.1%

- Team - Team Management, - Team
Management, Boundary Management,
Boundary Management, Boundary
Management, Negotiation Skills Management,
Negotiation Skills Negotiation
Skills

2 HR (Operations) 18% Communication 18.2% Client 26.3%

Management,
Relationship
Management

3 Leadership 15% Leadership 18.2% Operations 21.1%

Maintenance

4 Communication 14% Project Management 14.8% Problem- 21.1%

Solving Critical
Thinking

5 Project 13% HR (Operations) 9.7% Health, Safety 15.8%

Management Environment
 X Findings on the Energy sector 55

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=100) (N= 236) (N= 19)

6 Client 12% Problem-Solving 9.7% Project 15.8%

Management, Critical Thinking Management
Relationship
Management

7 Computer Skills 10% Data Analysis 8.1% Technical 15.8%

- Advanced Analytics Services

8 Data Analysis 9% Client Management, 7.6% Communication, 10.5%

Analytics Relationship Data Analysis
Management Analytics,
HR
9 Problem-Solving 8% Team Management 7.6% (Operations),
Critical Thinking Leadership

10 Team Management 8% Contract 7.2%

Management,
Operations
Maintenance

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value have
been ranked at the same level. The percentage shows the number of respondents against each of these equally ranked skills.

X 2.5. Aptitude, mindset, and soft skills:

Behavioural skills

In the dynamic and evolving landscape of the Energy sector, the success of PSEs heavily relies on the
capabilities and competencies of their middle management teams. The present study also gathered
data on aptitude, mindset, and soft skills from a sample of respondents to gain a comprehensive
understanding of the workforce's readiness and effectiveness. The NSQF guidelines 2023 also define
this as a key descriptor for determining the broad learning outcomes of middle managers (placed from
NSQF levels 4.5 to 6.5).
This section briefly provides some of the significant insights, shedding light on the crucial attributes and
proficiencies that shape the trajectory of leadership within these organizations. It underlines the pivotal
roles that aptitude, mindset, and soft skills play in navigating the complexities of the energy industry,
ultimately determining the success and sustainability of these public enterprises.

2.5.1. Essential skills for current roles and existing expertise

In the Energy sector's PSEs, middle managers are essential anchors who must possess a unique set of
generic or behavioural skills to thrive in this dynamic environment.
X Adaptability, leadership, and effective communication are fundamental to current roles:
Adaptability for SMMs, in particular, is an essential skill that allows them to navigate regulatory
changes, emerging technologies, and shifting market conditions deftly. Similarly, leadership skills
(expressed by both the LMMs and MMMs in the survey) are seen as skills that empower them to inspire
and guide their teams toward achieving strategic goals.
56 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Table 2.16. Top 10 desired essential and critical Behavioural Skills in the Energy PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respon-
(N=128) (N= 294) dents (N=
23)

1 Communication 39.8% Understanding and 37.1% Understanding 43.5%

Supportive and Supportive

2 Team Management 39.1% Team Management 35.0% Communication 39.1%

3 Understanding and 33.6% Communication 31.0% Team 39.1%

Supportive Management

4 Leadership 19.5% Problem-Solving 24.1% Emotional 26.1%

Critical Thinking Intelligence

5 Problem-Solving 18.8% Leadership 19.4% Self-awareness 21.7%

Critical Thinking

6 Time Management 18.8% Time Management 18% Work-life 21.7%

Balance

7 Conflict Resolution 13.3% Coordination and 15% Conflict 17.4%

Relations Resolution

8 Emotional 13.3% Conflict Resolution 13.6% Adaptability, 13.0%

Intelligence Problem-
Solving Critical
9 Decision-making 12.5% Emotional 13.3% Thinking,
Intelligence Time
Management,
10 Coordination and 11.7% Management 12.2% Training
Relations Development

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value have
been ranked at the same level. The percentage shows the number of respondents against each of these equally ranked skills.

X Effective communication and collaboration: The findings show that effective communication, both
within the organization and with external stakeholders, is crucial for all layers of middle managers in
conveying complex energy-related information clearly and fostering cooperation.

X Strategic thinking and problem-solving: The findings also suggest that critical thinking, problem-
solving, conflict resolution, and emotional intelligence skills are indispensable for tackling the
industry's challenges while upholding the highest standards of integrity.

X Empowerment for organizational growth: In essence, the survey findings indicate that through
possessing the above behavioural skills, the middle managers in the Energy sector's PSEs feel that
they would be better equipped to steer their roles and contribute to organizational growth through
sustainable and efficient energy solutions.

2.5.2. Existing level of professional skills and expertise

Survey findings on behavioural skills acquired by middle managers (across various layers) in the sample
within the Energy PSEs highlight the diverse set of skills they acquired.
 X Findings on the Energy sector 57

X Table 2.17. Top 10 Behavioural Skills acquired from various sources in the Energy PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=117) (N= 284) (N= 27)

1 Communication 36.8% Communication 34.2% Team 44.4%

Management

2 Understanding and 35.9% Team Management 33.1% Leadership 37%

Supportive

3 Team Management 34.2% Understanding and 28.2% Understanding 33.3%

Supportive and Supportive

4 Leadership 22.2% Management 19.7% Communication 29.6%

5 Time Management 22.2% Work-life Balance 18.7% Work-life 29.6%

Balance

6 Work-life Balance 21.4% Problem-Solving 18% Problem- 22.2%

Critical Thinking Solving Critical
Thinking

7 Problem-Solving 20.5% Leadership 16.5% Emotional 18.5%

Critical Thinking Intelligence

8 Management 19.7% Time Management 14.1% Conflict 14.8%

Resolution

9 Coordination and 14.5% Conflict Resolution 13% Time 14.8%

Relations Management

10 Accountability and 12% Learning Agility 12.3% Training and 14.8%

Ownership Development
Emotional
Intelligence

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value have
been ranked at the same level. The percentage shows the number of respondents against each of these equally ranked skills.

X Effective communication enhancement: Skill acquisition from workshops and communication

courses has been reported as one of the top-ranked skills by the sample middle managers from the
Energy sector's PSEs. This reflects recognition of the organization's skilling policies, which focus on
training that enables middle management to communicate complex energy-related information
precisely and effectively.

X Team management and collaboration: Interestingly, with a greater number of people to manage
through delegation of responsibility (across the middle managers performing job roles against NSQF
levels from 4.5 to 6.5), one also finds an emphasis on team management and collaboration-related
training. It is expected that such skills acquired can help foster an environment of cross-functional
cooperation, particularly when the middle managers are expected to manage several teams and even
take ownership of the effective execution of the projects.

X Strategic time management integration: The fact that time management skills appear to be ranked
among the top behavioural skills acquired shows the emphasis of the training programmes in the
Energy PSEs on enabling middle managers to balance many responsibilities and ensuring that projects
remain on schedule. Time overruns, as known, may erode the profitability of the projects. Emphasis
on training the middle managers on time management is well synchronized with the objectives of
efficiency in management, which this layer of managers is expected to demonstrate in their multiple
projects.
58 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

The typology of behavioural skills (as shown below), in which middle managers reported excellence in
their job roles in the Energy PSEs, also provides valuable insights into the strengths and competencies
that contribute to their success.

X Table 2.18. Typology of top 10 Behavioural Skills where middle managers excel in their job roles in
the Energy PSEs
Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respon-
(N=109) (N= 258) dents
(N= 22)

1 Communication 35.8% Team Management 31% Communication 40.9%

2 Understanding and 33% Communication 28.7% Team 31.8%

Supportive Management

3 Team Management 30.3% Understanding and 27.9% Understanding 31.8%

Supportive and Supportive

4 Problem-Solving 19.3% Problem-Solving 18.2% Problem- 22.7%

Critical Thinking Critical Thinking Solving Critical
Thinking

5 Leadership 15.6% Coordination and 15.5% Work-life 22.7%

Relations Balance

6 Conflict Resolution 12.8% Time Management 14.7% Adaptability 18.2%

7 Coordination and 12.8% Leadership 13.2% Coordination 18.2%

Relations and Relations

8 Decision-making 12.8% Emotional 11.6% Delegation 13.6%

Intelligence

9 Time Management 12.8% Decision-making 10.5% Emotional 13.6%

Intelligence

10 Accountability and 8.3% Learning Agility, 9.7% Accountability 9.1%

Ownership, Management and Ownership,
Emotional Conflict
Intelligence, Resolution,
Learning Agility Decision-
making,
Leadership,
Time
Management

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value have
been ranked at the same level. The percentage shows the number of respondents against each of these equally ranked skills.

X Adaptability to industry changes: Given the ever-changing nature of the Energy sector, it is
encouraging to note that at least one-fifth of the senior rungs of the middle managers reported skills
in their ability to adapt to new technologies, regulations, and market dynamics, ensuring their teams
remain agile and responsive.

X Need for leadership development: Interestingly, only a few of the LMMs reported leadership skills
that may be critical for guiding teams, setting strategic directions, and motivating employees to
achieve organizational goals as an existing skill (among the top 10 ranked skills). Incidentally, the skill
does not rank among the top 10 existing skills by either the MMMs or the SMMs. This points out the
need to prioritize training in this domain for the officers performing job roles against NSQF levels 5-6
and 6.5.
 X Findings on the Energy sector 59

X Effective communication and collaboration: All rungs of middle managers (from the sample drawn
from the Energy PSEs) expressed that they possess effective communication skills to convey complex
technical information to both internal teams and external stakeholders, fostering collaboration and
clarity. The middle managers (across cohorts) also reported having skills in problem-solving, which
augurs well for identifying and addressing the unique challenges that arise in the Energy sector, such
as optimizing resource allocation or resolving operational issues. Importantly, the ability to foster
a collaborative work environment, as expressed by the sample respondents across all layers of the
middle managers in the Energy sector's PSEs, also points out the presence of cross-functional teams
working together cohesively to achieve common goals, such as sustainable energy solutions.

X Efficient resource management skills: The LMMs' ability to manage time means that the Energy
sector's PSEs can safely rely on efficiently managing their resources. The managers effectively balance
multiple tasks and responsibilities to ensure projects are completed on time and within budget.

2.5.3. Opportunities for application of acquired skills

X Behavioural skill utilization across managerial levels: The survey findings also provide insights
into the opportunities for applying behavioural skills among middle managers in Energy PSEs at
different managerial levels (LMM, MMM, SMM). Overall, the data suggests a strong consensus among
middle managers in the Energy sector's PSEs regarding the opportunities to leverage skills related to
communication, team management, and understanding and supportive skills. On the latter, it may
be pertinent to note that exposure to such skills ranks high, with about 20 per cent of respondents
acknowledging its significance.

X Skills for promoting supportive work environments: Greater emphasis on providing opportunities
to middle managers to apply the “listening, understanding and supportive skills” can help create a
positive work environment, enhance teamwork, and ensure sound decision-making.

X Dynamic skill demands along career trajectories: The variations in opportunities to apply another
set of skill sets across managerial levels highlight the evolving skill demands as managers progress
in their careers. The findings show that the MMMs and SMMs provide greater opportunities to use
adaptability, leadership, and emotional intelligence skills. This reflects a justified recognition of the
company's HR policies to focus on applying such skills as the middle managers move to higher middle
managerial levels.

X Table 2.19. Opportunities for application of top 10 Behavioural Skills in the Energy PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=84) (N= 202) (N= 18)

1 Communication 33.3% Communication 31.7% Communication 33.3%

2 Team Management 25% Team Management 27.7% Decision- 27.8%

making

3 Understanding and 20.2% Understanding and 20.3% Team 22.2%

Supportive Supportive Management

4 Time Management 16.7% Time Management 13.9% Learning Agility 16.7%

5 Problem-Solving 13.1% Leadership 10.9% Work-life 16.7%

Critical Thinking Balance
60 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=84) (N= 202) (N= 18)

6 Conflict Resolution 11.9% Problem-Solving 10.4% Adaptability, 11.1%

Critical Thinking Conflict
Resolution,
7 Coordination and 11.9% Coordination and 9.4% Leadership,
Relations Relations Problem-
Solving Critical
8 Decision-making 8.3% Emotional 8.4% Thinking,
Intelligence Time
Management,
9 Leadership 7.1% Conflict Resolution 7.9% Training
Development,
10 Work-life Balance 7.1% Management 7.4% Understanding
and Supportive

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value have
been ranked at the same level. The percentage shows the number of respondents against each of these equally ranked skills.

X Skills for promoting well-being and retention: Importantly, skills such as work-life balance also
appear to find a place as far the SMMs are concerned in its application. Work-life balance is vital for
SMMs in the Energy sector because it contributes to their overall well-being, mental and physical
health, and ability to manage their responsibilities effectively. Further, noting that high stress levels
and a poor work-life balance can contribute to employee turnover, it is evident that when senior
managers get opportunities to practice skills in work-life balance, it can reduce attrition rates and the
costs associated with hiring and training new employees.

2.5.4. Perceived soft skill needs

Despite all the reported expertise (either existing or acquired) and the opportunities to apply some soft
skills, such as communication, time management, adaptability, understanding and supportive skills, the
survey findings reveal that middle managers in the Energy sector's PSEs still have room for improvement
in these areas.

X Table 2.20. Perceived gaps in the top 10 Behavioural Skills in the Energy PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=101) (N= 220) (N= 18)

1 Communication 35.6% Communication 28.2% Communication 66.7%

2 Team 25.7% Team Management 25% Team 27.8%

Management Management

3 Understanding and 22.8% Understanding and 25% Decision- 22.2%

Supportive Supportive making

4 Leadership 16.8% Emotional 16.4% Understanding 22.2%

Intelligence and Supportive

5 Problem-Solving 14.9% Leadership 13.6% Accountability 16.7%

Critical Thinking and Ownership

6 Time Management 13.9% Conflict Resolution 13.2% Learning Agility 16.7%

 X Findings on the Energy sector 61

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=101) (N= 220) (N= 18)

7 Conflict Resolution 9.9% Problem-Solving 12.7% Time 16.7%

Critical Thinking Management

8 Work-life Balance 9.9% Coordination and 10.9% Training and 16.7%

Relations Development

9 Accountability and 8.9% Time Management 10.5% Work-life 16.7%

Ownership, Balance
Decision-making,
10 Emotional Management 9.5% Adaptability, 11.1%
Intelligence Interpersonal
Gender
Sensitivity,
Leadership,
Positive Attitude
Motivation

X Skills for fostering an empathetic work environment: Understanding and supportive skills are
recognized as a gap, especially among SMMs. This points to a desire for a more empathetic and
supportive work environment.

X Enhancing leadership capacities across levels: Similarly, while leadership is identified as a gap, it is
more pronounced among LMMs and MMMs. This indicates a perceived need for improved leadership
capabilities at these levels.

X Strengthening problem-solving and decision-making skills: By acknowledging the importance of

problem-solving and critical thinking, middle managers in the Energy sector's PSEs also feel there is
room for sharpening their expertise in analyzing complex problems and making informed decisions.

X Box 2.3. Pointers for skilling on gender sensitivity

Adaptability, interpersonal and gender sensitivity, positive attitude, and motivation have been
ranked at the same level in terms of perceived gaps in aptitude, mindset, and skill gaps. A
combination of these skills, such as adaptability and interpersonal and gender sensitivity, may
be relevant. This reflects a need for greater adaptability to changing circumstances and a more
inclusive work environment.

X 2.6. Emerging perspectives for skilling the middle

managers in the Energy sector's PSEs

2.6.1. Skills gaps: An aggregate view

The preceding findings on the theoretical and professional technical skills, generic skills, and aptitude
skills in the Energy sector sought to capture the desired skills, the pattern of skills acquired through
various training inputs, the current level of departmental excellence in the multiple skills, opportunities
62 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

for applying the existing skills, and the middle managers' perceptions in the sample to get a sense of
their skill gaps.

An aggregate analysis of all these dimensions indicates the following:

1. Regarding the essential skills, most of the ongoing skilling interventions are in sync. However, refining
the themes may be required to sharpen the focus of the remaining skills.

2. Some redundancies, such as those focusing on electronic circuit designs, may also have to be
removed. The current emphasis on technical skills, such as training on power plants, transformers,
and transmission systems, could be diluted.

3. The new age skills requirements related to AI, green energy, ESG, renewables, net-zero targets, and
sustainability may have to be added to the skilling calendars of the Energy sector's PSEs.

4. Further, the current skilling interventions partly match up with skills that middle managers are given
an opportunity to apply in their daily roles.

5. There is a case for harnessing the investments made in training middle management by facilitating
exposure and opportunities for specific projects where they could leverage the skills acquired and
contribute to the top and bottom lines of the Energy sector's PSEs. Frequent job rotations may be one
mechanism for the middle management cadre to experience a shorter learning curve and be better
prepared to advance their career pathways.

6. There is a common understanding of functional skills among middle managers in the Energy sector's
PSEs, though there are variations across the various cohorts. For instance, while data analysis is seen
as an essential skill for the LMMs and MMMs, the knowledge of HSE differentiates the SMMs as an
essential skill requirement. When juxtaposed with the above, findings on the perceived skill gaps
show that about 15-16 per cent of the SMMs lack relevant expertise in HSE. Skilling programmes
may need to consider these to respond to the essential skill requirements to make workplaces safe
environments.

7. In terms of the existing generic skills, there are some noted variations, with the ranking of skills
varying across levels. For instance, soft skills and knowledge of regulatory issues have emerged as
strong generic skills among SMMs. This reflects efforts to identify differentiated skills across the
multiple layers of middle management. Greater emphasis on differentiated skills planning is likely to
strengthen the skill base of middle managers in terms of core functional skills.

8. While middle managers reported possessing specific functional skills, there appears to be some
disconnect regarding the opportunities they are exposed to when applying them. For instance, the
LMMs need to be given greater opportunities to apply their existing or acquired skills in data analysis
and communication skills (say through presenting on behalf of their teams or even the organization
at select forums). Similarly, the SMMs may require focusing less on project management skills and
more on strategic and leadership skills.

9. There is room for middle managers to sharpen their behavioural skills to analyze complex problems
and make informed decisions.

10. Equally important is the need to strengthen the skills of middle managers in the Energy sector's PSEs
so that they can be more adaptable to changing circumstances and have a more gender-inclusive
work environment.
 X Findings on the Energy sector 63

2.6.2. Making the middle management future-fit: Skills for the

new normal
As a way forward, the study also sought to gauge additional skill sets that may be pertinent for the
middle management cadre in the Energy sector's PSEs with the necessary future readiness.
Some of these skills relate to AI and data analytics, which will be crucial for staying competitive in the
Energy sector. Skilling middle managers in such skills would enable PSEs to leverage data-driven insights
to optimize operations, enhance energy efficiency, and make informed decisions.
1. With the ever-changing dynamic technology in the Energy sector, it will also be relevant for the Energy
PSES to continue upskilling its middle managers to provide a deeper understanding of the sector. This,
in turn, will equip the PSEs to anticipate industry shifts, respond to regulatory changes, and capitalize
on emerging opportunities.

2. Similarly, as the world shifts towards cleaner energy sources, expertise in renewables will be vital
for future readiness. PSEs must invest in renewable energy technologies and the skills to manage
them effectively. Changes in management skills will also be essential to facilitate smooth transitions,
whether adopting new technologies or adapting to regulatory changes.

3. Noting that Quality Control (QC) skills ensure the reliability and safety of energy production and
delivery, looking forward, the Energy sector's PSEs may also need to focus on skilling its middle
managers to maintain high standards in quality control, something that would add to the longer-term
agenda of sustainability.

4. Further, the ability of middle managers to learn quickly and adapt to new situations and technologies
will need to be adequately supported with skilling interventions for these managers on emotional
intelligence to create inclusive work environments and foster effective teamwork and collaboration.
64 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

3. Findings on the
Manufacturing and
Construction sectors

X 3.1. Sampling and profile of respondents

The findings presented here are based on a sample of respondents from five PSEs in the manufacturing
sector and another PSE in the construction sector. For analytical purposes, the responses from the sole
sample from the construction sector (NBCC Ltd.) have been clubbed with the manufacturing sector
sample PSEs drawn from the steel, electrical, electronics, and aluminium industries. Overall, 300
respondents from the six PSEs comprise the sample for the two sectors: Manufacturing and Construction
(M&C). The sample distribution is fairly even, with a slightly higher representation from the electrical and
electronics PSEs.

X Table 3.1. Sample size number for selected PSE samples

Region Subregion Sample size

Number Per cent %

1 BEML Limited 44 14.67%

2 Bharat Electronics Limited 51 17%

3 Bharat Heavy Electricals Limited 24 8%

4 National Aluminium Company Limited 58 19.33%

5 National Buildings Construction Corporation Limited 65 21.67%

6 Steel Authority of India Limited 58 19.33%

Total (N) 300 100%

An age-wise breakdown of the respondents shows that nearly three-fourths of the middle management
professionals in the M&C sectors are relatively young.
 X Findings on the Manufacturing and Construction sectors 65

X Table 3.2. Number of respondents from the M&C PSEs

Region Middle management category

Lower mid-man- Middle mid-man- Senior mid-man- Total

agement (LMM) agement (MMM) agement (SMM)

Age (in 30 to 39 year 103 23 4 130

years)
40 to 49 year 32 49 13 94

50 to 54 year 12 19 13 44

55 years and above 5 4 13 22

Less than 30 year 10 0 0 10

Total 162 95 43 300

Shop Men 132 81 39 252

floor
Women 30 14 4 48

Total (N) 162 95 43 300

Furthermore, the M&C sectors are known to be dominated by men. A gender disaggregation of
the sample affirms this, with nearly 85 per cent comprising men in mid-middle management.
Interestingly, the gender gap continues to expand as one moves from the lower middle management
cohort to the senior middle management cohort. Gender disparity in representation at senior levels
of management has been an area of concern across sectors, and this is evidenced in the case of the
M&C PSEs included in the present study's sample. These are also early pointers to potentially building
on soft and behavioural skills related to gender sensitivity among middle management professionals
in these sectors.

X Figure 3.1. Gender distribution across various levels of middle management in the M&C PSEs
(in per cent)

90.7%
81.5% 85.3%

18.5% 14.7%
9.3%

LMM MMM SMM

Men Women
66 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

The middle management cadre in the M&C sectors' PSEs in India has a significant presence of engineering
graduates (55.3 per cent), followed by business management graduates and post-graduates in general
disciplines. Interestingly, the above holds across the various rungs and job roles performed by the middle
management cadre in these sectors. Also, the presence of business management professionals in these
sectors may be explained by the criticality of adherence to strict timelines, managing within limited
budgets, and high expectations for quality. A skilled commercial expert at the middle management level
is deemed to ensure that these factors are carefully handled and aligned to achieve the desired outcomes
for the projects and the PSE.
The tenure of middle management professionals in the M&C sectors is predominantly less than three
years (35.2 per cent of respondents from the sector), with one-fourth having been incumbent for 3 to 5
years in the companies they represented.
It is pertinent to note that the role of middle management in the M&C sectors' PSEs in India is now
beginning to be confined mainly to the design and management of workflow processes, setting up
systematic processes for communications, contract management, and client interface. Viewed in
conjunction with the growing trends in outsourcing, the above specialization partly explains the shorter
tenure of middle management professionals in the M&C PSEs in India, along with a leaner top layer even
within the middle management cohort.

X 3.2. HR systems: A broad overview

3.2.1. Recruitment and performance management

Most middle management professionals in the M&C sectors' PSEs are reported to be hired at the entry-
level (90 per cent). This holds true despite the varied professional qualifications, where more than 80 per
cent of certificate and diploma holders and even law graduates are being recruited at the entry level. In
contrast, over 93 per cent of business management professionals work in middle management in these
sectors. Even for differentiated job roles (as seen in NSQF levels), a large part of middle management
professionals' recruitment (90 per cent) is reportedly at the entry-level. However, for the job roles under
the NSQF levels 5.5-6 and 6.5 (those corresponding to DGMs and GMs, for instance, in these sectors),
there is some degree of lateral recruitment (in 7-10 per cent of cases).
As noted in the previous section, even in the M&C sectors, there is a growing trend towards outsourcing;
it is also vital for the PSEs to ensure that outsourcing works as intended and that those responsible
require a new blend of talents. It may be safe to assume that under the changing circumstances, rather
than issuing orders, middle managers in the M&C sectors must concentrate on negotiating results,
replacing a skill for sending work “downward” with a talent for arranging work “outward.” Thus, the
outsourcing of services necessitates lateral leadership recruitment.
What emerges from some of the qualitative discussions and the broader survey is a picture of a more
demanding top-rung middle management leadership environment in these sectors, even as day-to-day
management tasks are streamlined by outsourcing.
Both in-house skilling centres and tie-ups were observed for training and curriculum updating for the
skilling of middle management professionals in the M&C PSEs in India. Given that all industrial sectors,
including the manufacturing sector, are witnessing transformational changes in their operations and,
therefore, the skill requirements in the twenty-first century (triggered by the Industrial Revolution (IR)
4.0, it is pertinent to examine the HR and skilling landscape in the manufacturing PSEs in India. The survey
sought to explore the awareness of technical tie-ups and partnerships between the companies with
technical institutes and centres of excellence for upgrading the training curriculum in these companies
 X Findings on the Manufacturing and Construction sectors 67

for its middle management professionals. The survey findings suggest that a little over one-third of the
middle management professionals (across various job roles and hence the NSQF levels) were aware of
such tie-ups.

X Table 3.3. Ongoing partnerships with technical and management institutes

Responses NSQF Level 4.5 to 5 NSQF Level-5.5 to 6 NSQF 6.5 Total

Yes 40.1% 31.6% 32.6% 36.3%

No 40.1% 44.2% 39.5% 41.3%

Do not know 19.8% 24.2% 27.9% 22.3%

Total (N) 162 95 43 300

These may reflect a solid in-house HR skills training team engaged in keeping the training content fully
updated or such decisions being known to only a few (who may be more closely involved in designing
the training programmes for middle management professionals). This, however, does not rule out the
relevance of strong partnerships with technical institutions and centres of excellence that can provide the
much-needed cutting-edge expertise for content and curriculum updating for the training programmes
of middle management professionals in the manufacturing sector.
Moreover, gendered differentials exist in the level of awareness among middle managers in the M&C
sectors' PSEs regarding the presence of technical partnerships with centres of excellence and academic/
research institutions to upskill middle managers and update their course contents. It is encouraging to
note that more women middle managers than men in the manufacturing PSEs expressed awareness of
such technical partnerships and collaborations between the PSEs and the technical institutions. More
women being cued on to the organizational partnerships, particularly on training and skilling for middle
management professionals in the manufacturing PSEs, may also be seen as an expression of increasing
agency among the women middle managers as their desire not to be left out in the pursuit of individual
growth within the company.
As the manufacturing sector (and the Indian PSEs) grow, HR systems on recruitment and skilling
partnerships will play an increasingly crucial role in the envisaged complex roles that the current middle
management is expected to play in the near future. Importantly, with the advancement in the digital age,
it should be a linear movement for the manufacturing PSEs in India to leverage technical cooperation
(within the country and abroad) to enrich the ecosystem of human resource development by providing
innovative and effective ideas for productivity and revenue generation.

X Box 3.1. The need to harness career planning systems

Middle management professionals within the manufacturing PSEs strongly leverage the existing
skilling and grooming systems to upskill their team members.
Nearly 70-75 per cent of the middle managers in the manufacturing PSEs (across job roles,
educational qualification, and even gender) affirm the existence of a clearly defined system
of grooming freshers for assuming more prominent roles as they move up the ladder in the
manufacturing PSEs, there is a strong indication of these managers also having gone through
these grooming programmes as freshers at the start of their career and therefore planning the
career growths of their current subordinates within their teams and departments.
68 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

3.2.2. Career planning

The concern for long-term career planning within the M&C sectors' PSEs is less of a priority among
middle management professionals. With nearly 70 per cent of the middle management professionals
in the M&C PSEs in India reporting having spent 3-5 years in the current organizations, a high level of
outsourcing is becoming the dominant form of organizing the production processes. Unsurprisingly,
almost a comparable level (60.7 per cent) also expressed awareness of the presence of any career
planning system within their respective PSEs.
However, it is also important to note that the picture changes in the case of group heads and those
leading specific verticals as General Managers. A high level of awareness of the presence of career
planning systems reflects their reliance on such systems to appraise their juniors and leverage them
for promotions.

X Table 3.4. Awareness of structured career planning system in the M&C PSEs

Responses NSQF Level 4.5 to 5 NSQF Level-5.5 to 6 NSQF 6.5 Total

Yes 62.3% 49.5% 79.1% 60.7%

No 29.6% 30.5% 9.3% 27%

Do not know 8% 20% 11.6% 12.3%

Total (N) 162 95 43 300

In any case, the pyramid becomes narrower as one moves up the different layers of middle management
in the M&C sectors' PSEs. With outsourcing becoming the norm, GMs (and their counterparts) in the
M&C PSEs are likely to keep them abreast of the career planning processes, as only a few of those in their
teams can be moved up. This also ties up with the findings on the shorter tenure of middle management
professionals in the sector, as observed earlier.

X Table 3.5. Dominant Inputs for career planning for middle managers in the M&C PSEs (in per cent)

Dominant Inputs for career planning for middle managers in the M&C PSEs Per cent of respondents

Performance appraisal feedback 68.3%

Individual skill gap analysis from development centres 36.3%

Emerging priorities for organizational/department 51.3%

Individual career path 17.7%

Interestingly, on its own, the individual skill gaps analysis exercises carried out by the development
centres in the sample PSEs account for only 8.3 per cent of the responses that contribute to career
planning in these companies. However, the encouraging part is that when combined with one of the
dominant forms of career planning, the contribution of individual skill gap analysis in career planning
rises significantly, adding another 28 per cent of the total responses. The findings from the sample show
that while not being a prominent factor in defining career planning, individual skill gap analysis carried
out by the development centres is indeed used as a tool (along with other tools) for career planning in
the M&C sectors' PSEs.
Despite the dominant role of performance appraisals, the companies' emerging priorities (and the skill
gaps analysis from the development centres) and consultative processes with the respective supervising
managers are not as pervasive in developing the development plans for the middle management
professionals in the M&C sectors' PSEs. Based on the findings from the sample, it appears that less than
 X Findings on the Manufacturing and Construction sectors 69

half of the respondents (43.7 per cent) reported any such consultation with their superiors for developing
their development plans. While acknowledging the extensive role of the career planning systems in
place in the M&C sectors' PSEs (as evident from the sample data), it may be pertinent to consider a
more integrated approach for planning the upskilling of the middle management cadre in the PSEs
from the M&C sectors. The time and effort that is rightfully being put into the review and performance
assessments, along with individual skill gap analysis, could be better leveraged if discussions on the
personal skill development plans of the supervisees are discussed with the corresponding supervisors.
The individual skill development plans will likely be sharper as a sequel to such consultations.

3.2.3. Learning and development for middle managers

Middle management professionals in the M&C PSEs have a range of skill development options, including
internal/external training programmes, performance feedback, and job rotation. Among the available
options, the set of internal/external training programmes, performance feedback, and job rotation are
the top three options that equip middle management to take on roles as they move up the ladder.

X Table 3.6. Opportunities for middle management for skill development in the M&C PSEs

Opportunities for middle management for skill development in Figures as per cent of all responses
the M&C PSEs (multiple responses)

Training programme 73.60%

Performance feedback 60.30%

Job rotation 57.60%

Development centre 43.40%

Individual Development Plan 40.70%

Define career path 39.70%

Peer learning 39%

Exposure through projects/short-term assignments 36.60%

Coaching/ mentoring 30.50%

Onboarding training in the new role 26.10%

E-learning and knowledge sharing 0.30%

The above ranking holds reasonably well across all rungs of middle managers. The training programme
tops the list for all NSQF levels, indicating that the sector is very dynamic, and managers need training
frequently to cope with the changes. Although these measures help middle managers with skill
development, opinions are divided among them regarding the robustness of the existing learning and
development (L&D) systems within their respective PSEs in the M&C sectors. About half of the middle
managers in the sample M&C PSEs responded in the affirmative regarding the robustness of the L&D
system within their organizations. Encouragingly, more than two-thirds (68.4 per cent) of the sample
middle managers reported having availed of these opportunities.
Perhaps enabling improvements in the existing L&D systems, with a focus on emerging roles in the
sector (in terms of skills such as advanced computer skills in designing, project management, contract
management, vendor management, and even managing contractual staff, to name a few), could raise the
L&D system's attractiveness-quotient, with more middle managers in the sector availing of the facilities
for their career growth.
The findings also show that in the case of job rotation, middle management professionals in the M&C
PSEs tend to benefit mainly from combinations of on-the-job training (72.2 per cent of all responses) and
70 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

learning from peers (61.9 per cent of all responses), and this holds across all NSQF levels. The managers
across NSQF level 6.5 benefit the most from learning from their peers (65.1 per cent).

3.2.4. Methods of upskilling middle managers

The study sought to examine the most prevalent processes of skill acquisition among middle managers
in terms of the platforms and methods used. Training (external, internal, onboarding), certification
courses, or coaching can be cited as a few examples. The respondents were asked to select all of the
methods they used in the past to upskill themselves.
Internal and external training has become the most beneficial method for middle-level management
professionals in the M&C sectors, which are transforming into a highly competitive and dynamic industry
that is ever-changing. This encourages management professionals to update themselves frequently
with emerging trends and industry fashion. Thus, self-directed learning and digital learning platforms
are gaining popularity these days. An important finding is that 51.4 per cent of SMMs have mentioned
that they rely on self-directed learning compared to the overall average of 39.7 per cent of managers.
Interestingly, middle managers in the M&C PSEs learn a lot from their projects, and respondents validate
the projects as effective learning tools.

X Table 3.7. Participation of middle managers in skill acquisition through various platforms during
the last year (as per cent of respondents) in the M&C PSEs

Participation of middle managers in skill acquisition through

various platforms during the last year Per cent of respondents

External training/workshops 69%

Internal training 50.8%

Self-directed learning (online/offline) 39.7%

Learning through specific projects 31%

Digital learning platforms 30.6%

 X Findings on the Manufacturing and Construction sectors 71

X 3.3. Theoretical and professional technical skills

3.3.1. Essential skills for current roles

Given that the study aims to assess the skill gap among the middle management professionals in the
M&C PSEs, it was deemed necessary first to identify the critical technical skills required by the sub-
cohorts of middle management, namely, the lower, middle, and senior rungs of the middle management
cadre in the sample PSEs.
X Diverse skill prioritization across middle management levels: Management professionals across
different NSQF levels perceive different skills as critical to their work. Some skills which make a spot
in the top 10 required skills for all managers include sectoral knowledge, information and adaptation;
market intelligence, analysis, and sales technique; soft skills, negotiation skills, behavioural skills; and
basic and advanced computer skills.

X Relevance of project execution skills for mid-level managers: At the MMM levels (corresponding
to the NSQF levels 5.5 to 6), managers are expected to possess skills in planning, market research,
productivity and efficiency, and electronic circuit design. These skills emerge as additional
requirements for the MMM owing to their added responsibilities of project execution, ensuring the
correct design of circuits, and the pressing need to manage larger teams and multiple projects.

X Specific contract management and business development skills required for senior middle
managers in the M&C sectors: The additional requirements for senior middle managers to handle
contracts and projects in the M&C sectors' PSEs are differentiated for their respective companies.
Coupled with the requirements of skills in risk management and employee skill development, it is
clear that the senior cohorts of middle managers in the M&C PSEs are expected to start performing
roles in business generation and expansion to contribute to the top line of their respective companies.

X Table 3.8. Desired essential and critical Technical Skills for middle management in the M&C PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=127) (N= 55) (N= 32)

1 Sectoral 24.4% Sectoral 29.1% Sectoral 25%

Knowledge, Knowledge, Knowledge,
Information & Information & Information &
Adaptation Adaptation Adaptation

2 Soft Skills, 16.5% Market 23.6% Planning & 25%

Negotiation Intelligence, Detailed Project
Skills, Analysis & Sales Report
Behavioural Techniques
Skills

3 Data Analysis & 14.2% Soft Skills, 18.2% Contract 18.8%

Analytics Negotiation Management
Skills,
Behavioural
Skills

4 Basic & 12.6% Basic & 14.5% Project 15.6%

Advanced Advanced Management
Computer Skills Computer Skills
- Analysis, - Analysis,
Business Business
Application Application
Programming Programming
72 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=127) (N= 55) (N= 32)

5 Business 12.6% Planning & 12.7% Market 12.5%

Development & Detailed Project Intelligence,
Customer Report Analysis & Sales
Orientation Techniques

6 SAP-ERP 11.8% SAP-ERP 10.9% Soft Skills, 12.5%

Negotiation
Skills,
Behavioural
Skills

7 Knowledge of 11% Contract 10.9% Basic & 12.5%

Processes for Management Advanced
Training Computer Skills
- Analysis,
Business
Application
Programming

8 Planning & 11% Data Analysis & 9.1% Risk 12.5%

Detailed Project Analytics Management
Report

9 Market 11% Productivity & 9.1% Skill 12.5%

Intelligence, Efficiency (Development,
Analysis & Sales Research and
Techniques Training)

10 Problem-Solving 10.2% Electronic Circuit 9.1% Drilling, 12.5%

& Critical Design Exploration,
Thinking Fluid
Technology,
Cathodic
protection
Systems,
Reservoir
Systems

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Relevance of communication and administrative skills: It is also pertinent to note that communication
and administration skills have been shown to be of relatively higher importance for the LMM and MMM
middle management cohorts. This was, however, different in the case of MMM senior cohorts. For
project execution, engaging with external clients and cross-departmental engagements is necessary,
which the LMM and MMM cohorts think is an important skill. On the other hand, innovation and
quality improvement are perceived as critical skills by the SMMs.

X Missing expertise in emerging green energy and AI skills: It was found that the M&C PSEs do not
perceive emerging skill sets, such as green energy, sustainability, renewables, and net-zero, as highly
critical skills. Similarly, skills such as AI, project costing and financing, and quality assurance received
little to no attention but can be game changers for business development. These are thus essential
pointers for the HR departments in the M&C Sector PSEs to begin designing and executing skill
development programmes for their middle management cadre.
 X Findings on the Manufacturing and Construction sectors 73

3.3.2. Existing level of professional skills and expertise

Middle management professionals undergo different procedures to upskill themselves; external/ internal
training, self-directed learning, and digital platforms top the list. Respondents across the levels reported
various types of skills acquired from multiple sources. Based on the responses at each level, the top 10
skills were ranked separately for each category and have been presented below.
X Strategic skill diversity in management levels: We observe uniformity in the skills learned across
NSQF levels 4.5-5 and 5.5-6, but these skills differ based on the importance given. Data analysis and
analytics emerge as an area of emphasis in the skilling interventions, with around three-fourths of
the LMM and MMM validating the same. Other skills learned include AI and computer skills, pointing
to the increasing need for digital skills in the M&C sectors. Also, there is a high demand for financial
management skills and knowledge of different training processes. While the LMM focuses on additional
skills like HR, soft skills, and sales techniques, the MMM also focuses on material management, and
productivity and efficiency. We see that the LMM and the MMM are required to learn skills that help
them manage the company's operational activities and take care of the human resources to support
the organization better.

X Dynamic skill adaptation in the M&C sectors: In addition to the above skills, the lower and middle mid-
managers also reported acquiring skills in mechanical engineering, material management, security,
and regulatory issues. The efforts of the M&C PSEs in these skills are justified as the sectors are pretty
dynamic, requiring constant upgradation in knowledge about new trends and more efficient ways of
production.

X Strategic skill development for SMM: Conversely, SMMs focus on learning about sectoral knowledge,
market intelligence, soft skills, productivity and efficiency, planning, and problem-solving, and critical
thinking. These skills help them lead the workforce, expand their businesses, and plan their operations,
and they also make them future-ready to take up higher positions in the organization.

X Table 3.9. Technical Skills acquired from different sources by middle managers in the M&C PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=108) (N= 51) (N= 30)

1 Data Analysis & 20.40% Data Analysis & 23.50% Building 26.70%
Analytics Analytics Construction

2 Basic & Advanced 15.70% Knowledge of 17.60% Knowledge of 26.70%

Computer Skills Processes for Processes for
- Analysis, Training Training
Business
Application
Programming

3 Knowledge of 15.70% Financial 13.70% Sectoral 26.70%

Processes for Management Knowledge,
Training - Accounting, Information &
Auditing Adaptation

4 Basic & Advanced 13.90% Mechanical 13.70% Soft Skills, 20%

Computer Skills Engineering Negotiation
-3D Designing, Skills,
Modelling & Behavioural Skills
Analysis, CAD,
AutoCAD

5 Financial 13.90% Power Plants & 13.70% Data Analysis & 16.70%
Management Transformers, Analytics
- Accounting, Transmission
Auditing Systems
74 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=108) (N= 51) (N= 30)

6 Mechanical 13.90% Security 13.70% Planning & 16.70%

Engineering (Integrated, Detailed Project
Cyber, Asset Report
Management,
Data, Control &
Monitoring,
Surveillance,
Safety)

7 Artificial 11.10% Artificial 11.80% Productivity & 16.70%

Intelligence Intelligence Efficiency

8 Electronic Circuit 11.10% Basic Computer 11.80% Engineering 13.30%

Design Skills & Digital (Knowledge,
Communication skills, training)

9 HR 11.10% Material 11.80% Market 13.30%

(Compensation, Management Intelligence,
Scorecard, Analysis & Sales
Recruitment, Techniques
Policies,
Alternative
Dispute
Resolution,
Aligning with
Company's
Goals)

10 Market 11.10% Productivity & 11.80% Problem-Solving 13.30%

Intelligence, Efficiency & Critical
Analysis & Sales Thinking
Techniques

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Proficiency and specialization of lower and middle managers in the M&C sectors: For those
performing roles against the NSQF levels 4.5 to 5 (referred to here as LMM), show expertise in data
analytics, sectoral knowledge, planning and drafting reports, and business development-related skills.
Notably, the LMMs are also adequately skilled in the M&C sectors' PSEs, particularly in a specialized
domain of O&M - document control, and electronic circuit design.

Those performing job roles corresponding to NSQF levels 5.5–6 (referred to here as MMM) also
confirmed acquired skills in data analytics, O&M, planning, and creating detailed project reports,
security systems, power plants, and transformers.

SMMs also highlight skill sets similar to those of LMMs and MMMs. In addition to the skills mentioned
above, SMM excels at handling regulatory issues, material management, contract management,
quality improvement, soft skills, and negotiation skills.

X Leadership and communication skills are core to the M&C sector's middle managers: Agility in
leadership and communication skills are essential for the efficient performance of middle managers.
However, the findings are not as encouraging when one looks at the top-ranked ten skills on which
these managers reported skills acquisition through varied forms of training (in-house/external
training/workshops/seminars/online learning platforms). It may be pertinent to note that many middle
managers in the manufacturing and construction industries rise through the ranks based on their
 X Findings on the Manufacturing and Construction sectors 75

technical expertise and job-specific skills. They may not receive adequate training or development in
leadership and communication skills while they may have served in the industry in the early years.
Consequently, their expertise in machinery or construction techniques may not match their reported
relative leadership capabilities.

X Middle managers in the M&C sectors excel in HR skills: Seeking to understand the overall excellence
across skills among the middle managers in the M&C PSEs, the findings of the study also indicate
that HR (soft skills) related to team management, boundary management, and negotiation skills
rank high in the self-reported excellence among them. Their on-the-job skills in operations and team
management tasks and ability to manage large workforce sizes at construction sites may give them
confidence in their HR skills. Given that the construction sector PSEs are witnessing sub-contracting
of significant projects for execution, these skills are likely to create efficiency at work through a more
harmonious work environment between the managers and the contract workers.

X Table 3.10. Typology of top 10 Generic Skills where middle management excel in their job roles

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=88) (N= 43) (N= 26)

1 HR (Soft Skills) 42% HR (Soft Skills) 39.5% HR (Soft Skills) 38.5%

- Team - Team - Team
Management, Management, Management,
Boundary Boundary Boundary
Management, Management, Management,
Negotiation Skills Negotiation Skills Negotiation
Skills

2 Communication 21.6% Communication 34.9% Client 19.2%

Management,
Relationship
Management

3 HR (Operations) 18.2% Project 20.9% Project 19.2%

Management Management

4 Project 18.2% Leadership 18.6% Communication 15.4%

Management

5 Team 15.9% Health, Safety & 16.3% Problem-Solving 15.4%

Management Environment & Critical
Thinking

6 Client 14.8% Team 16.3% Contract 7.7%

Management, Management Management,
Relationship Financial
Management Management
- Accounting &
7 Problem-Solving 13.6% HR (Operations) 14% Auditing,
& Critical Health, Safety &
Thinking Environment,
HR (Operations),
8 Quality Control, 12.5% Problem-Solving 14% Leadership,
Assurance & & Critical Operations &
Standards Thinking Maintenance,
Sales &
9 Computer Skills 9.1% Material 9.3%
Marketing,
- Advanced Management
Team
10 Material 9.1% SAP-ERP 9.3% Management,
Management, Vigilance
Operations &
Maintenance
76 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Proficiency in essential competencies - empowering middle management in the M&C sectors'

PSEs: Middle management professionals in the M&C PSEs affirm their proficiency in additional
competencies, including communication, leadership, client management, project management, and
problem-solving. These competencies represent the fundamental elements required to operate
financially successful organizations effectively. This observation underscores the effectiveness of
the existing training procedures and curriculum, as it is evident that the skills in which managers
claim expertise closely correspond to the skills they have acquired through training. Moreover, this
association highlights the significant role that training programs play in enhancing the capabilities of
management professionals at all levels.

X Diverse skill mastery among middle managers: Managers performing job roles corresponding to
NSQF levels 5.5-6 and 6.5 (MMMs & SMMs) reported proficiency in safeguarding the health, safety,
and well-being of employees and the organization. On the other hand, LMMs from the M&C sector PSE
reported excellence in the areas of quality assurance and material management.

X Addressing skill gaps - the urgent need for environmental and technological training in the M&C
PSEs: While training on AI is among the top 10 skills for LMMs and MMMs, the same cannot be said for
other skills related to green construction, sustainability, net-zero targets, and environmental protection.
This highlights the urgent need for strategic interventions in the skilling programmes for middle
managers in the M&C PSEs to remain competitive, socially responsible, and environmentally conscious.

3.3.3. Opportunities for application of acquired skills

The role of senior managers is pivotal in planning project proceedings, building, construction, and driving
innovation and efficiency. These professionals operate at the intersection of strategic decision-making
and play a crucial role in shaping the industry's future. As the Manufacturing sector continues to undergo
essential alterations, the skills used by middle managers have become even more crucial. Therefore, it's
crucial to examine how these skills, developed through experience and education, are employed to tackle
the distinctive challenges and prospects in the Manufacturing sector.
X Comprehensive skill deployment: Middle managers across the cohorts (lower/middle/senior) in the
manufacturing sector PSEs have expressed high levels of applications of skills ranging from data
analysis and analytics, knowledge of processes for training, problem-solving and critical thinking,
communication, and administration, basic and advanced computer skills (analysis, business application
programming), soft skills, negotiation skills, behavioural skills, and others.

X Role-aligned proficiency - middle management skills in the M&C PSEs: The broad range of roles
typically performed by middle managers in the M&C sectors relate to project management, data
analysis, innovations, knowledge of training and processes, and essential basic and advanced
computer skills. The skills on which the sample set of middle managers in the M&C PSEs reported
getting opportunities for using these skills appear to be broadly in sync with the job roles of the middle
managers in the M&C sectors.

X Skill disparity across middle management cohorts in the M&C PSEs: Skill disparity also exists
across middle management cohorts in the M&C sectors. However, there are some differences in the
opportunities for skill application across the various cohorts, particularly if one looks at the top-order
skills generally applied by them. LMM and MMM cohorts both have similar opportunities to apply
skills related to data analysis and analytics, basic and advanced computer skills (analysis, business
application programming), and knowledge of training processes. This may be attributed to the fact
that the construction sector, for instance, in India, is gradually modernizing and adopting technology-
driven solutions. This transition has created a demand for data analysis and computer skills to enhance
project management, resource allocation, and decision-making. Notably, effective data analysis
and computer skills can lead to cost savings and efficiency improvements in construction projects.
 X Findings on the Manufacturing and Construction sectors 77

Lower-level middle managers may be more directly involved in day-to-day operations, making them
well-placed to implement such skills to streamline processes.

X Excellent opportunities to apply operational skills: Alongside, the respondents from the NSQF levels
5.5-6 (MMM) from the sample M&C PSEs also reported more opportunities to apply skills in O&M -
document control, sectoral knowledge, information, and adaptation. In this context, O&M - document
control as skills are critical in manufacturing and construction. Middle managers in these sectors are
often responsible for ensuring that operations run smoothly and that all relevant documents, plans,
and records are maintained and accessible. This is fundamental to compliance, safety, and efficiency.

X Table 3.11. Top 10 Technical Skills acquired from various sources by middle management in the
M&C PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=108) (N=51) (N= 30)
1 Data Analysis & 21.7% Data Analysis & 13.6% Planning and 25%
Analytics Analytics, Detailed Project
O&M- Document Report
Control (Drafting,
Maintenance,
2 Basic and Advanced 14.1% Management Building construc- 12.5%
Computer Skills- systems, Software, tion, Contract
Analysis, Business Tools, Design, Management,
Application Analysis, Control) Knowledge of
Programming Sectoral Processes for
Knowledge, Training,
Information and O&M - Document
3 Knowledge of 10.9% Adaptation Control (Drafting,
Processes for Maintenance,
4 Training Knowledge of 11.4%
Management
O&M-Document Processes for
Systems, Software
Control (Drafting, Training
tools, Design,
Maintenance, Analysis, Control),
Management Problem-Solving
Systems, Software, and Critical
Tools, Design, thinking
Analysis and Control
5 Electronic Circuit 9.8%
Design SAP-ERP
6 Soft Skills, Communication 9.1%
Negotiation Skills, and Administration
7 Basic and Basic and 8.3%
Behavioural Skills
Advanced Advanced
8 Basic Computer 8.7% Computer Computer
Skills and digital Skills-Analysis, Skills- 3D Design,
9 communication, Business Modelling &
Problem-Solving & Application Analysis, CAD, Auto
Critical Thinking Programming, Soft CAD, Basic
Skills, Negotiation Computer Skills
Skills, Behavioural and Digital
Skills, Electronic Communication,
Circuit Design Market
Intelligence,
10 Basic and Advanced 7.6% Basic Computer 6.8% Analysis and Sales
Computer Skills-3D Skills and Digital Techniques,
Designing, Communication Material
Modelling & Management
analysis, CAD, Auto
CAD

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.
78 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Need to empower risk management: Risk management is a significant concern in the M&C sector
activities. Vesting middle managers with jobs requiring document control skills to track changes can
help identify potential risks and develop strategies for risk mitigation.

X Strategic skill application needs to be more visible: Providing job exposure to middle managers
for applying the relevant skills may be seen as an attempt to enhance productivity and streamline
operations. The SMM cohort needs to get similar opportunities to use these skills. Interestingly,
applying skills related to planning and detailed project reports, building construction, and contract
management stands out more frequently for the SMM cohort than the other cohorts.

X Need for tailored skilling interventions: The above findings point out the need to devise a
differentiated skilling strategy for the sector's senior management, given their indispensable current
roles and the envisaged career pathways as they potentially move to leadership roles in the future.

3.3.4. Perceived skilling needs for job roles and responsibilities

To solve industry difficulties and promote professional growth, it is essential to comprehend how middle
managers view technical skill gaps in the M&C PSEs. This interpretation seeks to analyze the perspectives
of these important professionals to highlight areas that require improvement.
Middle managers in the M&C PSEs frequently have a unique perspective since they perform at the
intersection of operational and strategic decision-making. As a result, their awareness of the complex
dynamics of the industry shapes how they perceive technical skill shortages. There are a few recurring
themes that seem to arise when middle managers evaluate their technical skill gaps:

X Table 3.12. Perceived gaps in the top 10 Technical Skills in the M&C PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=96) (N= 40) (N= 25)

1 Sectoral 20.80% Sectoral 20% Building 16%

Knowledge, Knowledge, Construction
Information & Information &
Adaptation Adaptation

2 Data Analysis & 16.70% O&M - Document 17.50% Contract 16%

Analytics Control Management
(Drafting,
Maintenance,
Management
Systems,
Software, Tools,
Design, Analysis,
Control)

3 Knowledge of 15.60% Security 17.50% Data Analysis & 16%

Processes for (Integrated, Analytics
Training Cyber, Asset
Management,
Data, Control &
Monitoring,
Surveillance,
Safety)

4 Productivity & 12.50% Data Analysis & 15% Material 16%

Efficiency Analytics Management

5 Business 10.40% Planning & 15% Sectoral 16%

Development & Detailed Project Knowledge,
Customer Report Information &
Orientation Adaptation
 X Findings on the Manufacturing and Construction sectors 79

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=96) (N= 40) (N= 25)

6 O&M - Document 10.40% Communication 12.50% Artificial 8%

Control (Drafting, & Administration Intelligence
Maintenance,
Management
Systems,
Software, Tools,
Design, Analysis,
Control)

7 Basic & 9.40% Soft Skills, 12.50% Business 8%

Advanced Negotiation Development &
Computer Skills Skills, Customer
- Analysis, Behavioural Orientation
Business Skills
Application
Programming

8 Planning & 8.30% Knowledge of 10% Leadership 8%

Detailed Project Processes for
Report Training

9 Basic & Advanced 7.30% Basic & Advanced 7.50% Planning & 8%
Computer Skills Computer Skills Detailed Project
-3D Designing, - Analysis, Report
Modelling & Business
Analysis, CAD, Application
AutoCAD Programming

10 Electronic Circuit 6.30% Building 7.50% PLC, DCS, 8%

Design Construction Control
engineering

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Bridging skill gaps in new areas: The study finds that managers across all NSQF levels face gaps in
skills related to the latest developments in the M&C sectors, including planning and making project
reports. In addition, the LMM cohort feels they could do better in matters related to increasing
productivity and efficiency, basic digital skills, business development, and customer orientation.
80 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Imperative for innovation skills: Interestingly, the MMM cohort in the M&C PSEs also expressed skill
gaps in innovation and communication. In rapidly changing markets, innovation is essential to meet
evolving customer demands. Middle managers who can innovate and communicate effectively can
help their organizations stay in sync with market trends.

X Box 3.2. Acknowledging the heterogeneity of the middle management cadre for the
new age skills

Deeper engagement of middle managers (all NSQF levels) in the M&C PSEs to improve sectoral
knowledge, information, and adaptation is perceived as an important area. This may be
incorporated into the training programmes for middle managers. Also, skills that help managers
take up higher positions, like team and project management, are seen as areas of improvement
along with security systems.
The SMMs, on the other hand, need to develop transdisciplinary skills that help them with the
overall functioning and management of the organization. Leadership, communication, planning,
soft skills, and AI can be cited as examples of such skills.
As AI has the capability to support the analysis of large datasets to make data-driven decisions,
it may be pertinent to consider providing the middle managers (all cohorts) in the M&C sectors'
PSEs with such opportunities to harness AI to enhance their decision-making processes, ensuring
that strategies and actions are based on comprehensive and accurate information.

X Navigating sectoral mastery - MMS’ skill evolution in the M&C PSEs: The deeper engagement
of middle managers (all NSQF levels) in M&C PSEs in the realm of improved sectoral knowledge,
information, and adaptation is perceived as essential. The same may be incorporated into the training
programmes for middle managers.

X Team and project management skills for the M&C PSEs: Skills that help managers take up higher
positions, like team management and project management, are seen as areas of improvement along
with security systems. The SMMs, on the other hand, feel the need to establish transdisciplinary skills
that will help them with the overall functioning and management of the organization. Leadership,
communication, planning, soft skills, and AI are examples of such skills.

X AI-driven decision-making–skills for empowering middle managers in the M&C PSEs: AI has
the capability to support the analysis of large datasets to make data-driven decisions; it may be
pertinent to consider providing the middle managers (all cohorts) in the M&C sectors' PSEs with such
opportunities to be able to harness AI to enhance their decision-making processes, ensuring that
strategies and actions are based on comprehensive and accurate information.

X 3.4. Generic skills

In the dynamic landscape of the M&C sectors' PSEs in India, middle managers serve as the backbone
of operations and are responsible for steering organizations toward success. In this era of rapid
technological evolution and changing market dynamics, the relevance of generic skills (also used
interchangeably here as functional skills) cannot be overstated. These skills, which transcend job-specific
competencies, play a pivotal role in the effectiveness and adaptability of middle managers. The present
study seeks to understand the significance of some of the top-ranked such skills, which may range
from problem-solving, client management, and sometimes foundational HR skills. The following sections
 X Findings on the Manufacturing and Construction sectors 81

explore these individuals' challenges and opportunities and bring perspectives on how honing these
generic skills can foster innovation, enhance productivity, and ensure a seamless alignment with the
industry's ever-evolving needs.

3.4.1. Essential generic skills for current roles

To successfully carry out their jobs, middle management professionals in the M&C sectors of PSEs in
India need a varied collection of generic functional skills compatible with skill qualification and credit
frameworks. To investigate the skill gaps among the middle management cadre in the M&C sectors,
it is considered necessary to identify the critical essential skills required by the sub-cohorts of middle
management, that is the lower, middle, and senior rungs.
X HR management as a core skill for middle managers in the M&C PSEs: Middle managers from all the
sub-cohorts unanimously perceive the skills related to HR as the most critical for performing their job
roles smoothly. This could result from the M&C sector's requirement to oversee a sizable workforce. It
involves duties like team management, employee motivation, work-life balance, and resolving conflicts
within the workforce.

X Strategic essentials - common skill grounds across middle management tiers: Other skills common
to all middle management rungs are project management, communication, client management, and
team management.

X Team management skills- the pillar of success in the M&C PSEs: As one might expect, the middle
managers in the study sample have been found to express higher value on team management,
upholding positive relationships with clients and other stakeholders, establishing and preserving the
organization's reputation, and project delivery. Given that PSEs in the M&C sectors often deal with
large teams and complex projects, skills in effective team management are essential for productivity
and quality.

X Nurturing client relations is vital for the M&C PSEs' competitiveness: Regarding the criticality of client
relationship skills for these sectors, quite a few PSEs face competition from domestic private sector
companies and foreign companies. Under such a competitive scenario, client management skills that
help foster trust and credibility become key factors in forging long-term partnerships for PSEs' success.
82 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Safety guardianship - middle managers' vital role in health and safety compliance: The middle
rungs of the mid-managers in the sample PSEs of the M&C sectors perceive the assurance of the
health and safety of their employees as an important skill. They understand the emerging need to
maintain a supportive and safe working environment for the increased efficiency of the organization
as a whole, especially in a sector where the chances of accidents are very high. Incidentally, this skill is
outside the top 10 essential skills for the other two cohorts (LMMs and SMMs).

X Table 3.13. Top 10 desired essential and critical Generic Skills in the M&C PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=110) (N= 54) (N= 28)

1 HR (Soft Skills) 42.7% HR (Soft Skills) 50% HR (Soft Skills) 57.1%

- Team - Team - Team
Management, Management, Management,
Boundary Boundary Boundary
Management, Management, Management,
Negotiation Skills Negotiation Skills Negotiation
Skills

2 Communication 25.5% Communication 29.6% Client 25%

Management,
Relationship
Management

3 Project 21.8% Project 25.9% Contract 25%

Management Management Management

4 Team 20% HR (Operations) 18.5% Project 25%

Management Management

5 HR (Operations) 16.4% Health, Safety & 14.8% Team 17.9%

Environment Management

6 Problem-Solving 12.7% Leadership 14.8% Communication 14.3%

& Critical
Thinking

7 Client 11.8% Team 11.1% Problem-Solving 14.3%

Management, Management & Critical
Relationship Thinking
Management

8 Leadership 11.8% Client 9.3% HR (Operations) 10.7%

Management,
Relationship
Management,
Data Analysis &
9 SAP-ERP 11.8% Analytics, Procurement & 10.7%
Financial Tendering
Management
- Accounting &
Auditing,
10 Computer Skills 10% Material Quality Control, 10.7%
- Advanced Management, Assurance &
Quality Control, Standards
Assurance &
Standards

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.
 X Findings on the Manufacturing and Construction sectors 83

X Safety leadership skills in middle management in the M&C sectors: The middle rungs of middle
management in the M&C PSEs may place a greater value on health and safety (as compared to their
LMMs and SMMs) due to reasons of having direct oversight of day-to-day operations, including
safety protocols and practices. These levels of managers may have more hands-on engagement
(as highlighted in the NSQF guidelines 2023) in safety training, emergency response, and incident
management. Their proximity to these activities naturally places a greater value on health and
safety in their roles. In contrast, LMMs may primarily focus on task execution. At the same time, the
SMMsmay have more strategic concerns and broader organizational responsibilities, potentially
leading to a slightly different emphasis on health and safety. However, all middle management
levels may need to prioritize health and safety to create a comprehensive safety culture within the
organization.

X Skill priorities shift at higher levels of middle management: As one progresses up the middle
management ladder, there is some shift in the skills assumed to be essential for the lower two rungs,
computer, and data analysis skills are required as they are required to collect and organize data upon
which the senior management can make informed decisions. On the other hand, the SMMs think
that inspection and quality assurance, delivering what they promised, assuring that their clients are
satisfied, and attracting new projects should be their topmost priorities. The manufacturing and
construction sectors are highly competitive. SMMs clearly understand that delivering high-quality
work and ensuring client satisfaction is vital for distinguishing their organizations and gaining a
competitive edge. Also, the SMMs often have broader responsibilities, including strategic oversight
of projects and operations. Ensuring quality and client satisfaction, and therefore, having relevant
skills in these areas appear to be aligned with their strategic roles for the long-term profitability of
their organizations.

3.4.2. Existing level of generic skills and expertise

A comprehensive examination of the diverse training avenues, including external courses, in-house
workshops, seminar attendance, and self-guided learning, in the context of the M&C PSEs in India reveals
that HR skills (both soft skills and operational) emerge as the primary generic skill obtained by middle
managers across all levels. Additionally, middle managers commonly acquire a variety of functional skills,
including financial management, project management, communication, and leadership.
X Tailored skill acquisition across cohorts: The skills managers acquire vary significantly depending
on their NSQF levels, aligning with the specific job roles for which they are responsible. In the case
of LMMs, reported skills acquisition relates to data analysis, operations and maintenance, which are
essential for their current responsibilities. However, their training also equips them with skills that
prepare them for future career progression into higher positions. These forward-looking skills, such
as communication, problem-solving, and leadership, make LMMs better equipped to excel in their
current roles. Moreover, they are also being groomed to take on more significant responsibilities in the
organization. This approach ensures a smooth career progression and encourages skill development
that aligns with their long-term career goals.

X Elevating skill emphasis - advancing through the organizational hierarchy: As individuals progress
up the organizational hierarchy, starting from MMM and beyond, there is a noticeable shift in the
focus of skills emphasized in their training. The emphasis shifts towards skills crucial for fostering
positive relationships with clients and government entities, expanding the organization's business
opportunities, and overseeing teams at a broader, more strategic level. These skills become more
prominent in the curriculum as one moves up the ladder.
84 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Table 3.14. Top 10 Generic Skills in the M&C PSEs acquired from various sources

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=107) (N= 51) (N= 30)

1 HR (Soft Skills) 46.7% HR (Soft Skills) 33.3% HR (Soft Skills) 63.3%

- Team - Team - Team
Management, Management, Management,
Boundary Boundary Boundary
Management, Management, Management,
Negotiation Skills Negotiation Skills Negotiation
Skills

2 HR (Operations) 27.1% HR (Operations) 21.6% HR (Operations) 30%

3 Financial 15.9% Communication 19.6% Project 23.3%

Management Management
- Accounting &
Auditing

4 Project 15.9% Leadership 19.6% Client 20%

Management Management,
Relationship
Management

5 Communication 13.1% Project 19.6% Communication 20%

Management

6 Operations & 12.1% Financial 15.7% Contract 16.7%

Maintenance Management Management
- Accounting &
Auditing

7 Data Analysis & 11.2% Client 13.7% Administration, 13.3%

Analytics Management, Computer Skills
Relationship – Advanced,
8 Leadership 11.2% Management, Financial
Computer Skills Management
9 Quality Control, 11.2% – Advanced, - Accounting &
Assurance & Health, Safety & Auditing,
Standards Environment, Leadership,
Problem-Solving Operations &
10 Problem-Solving 10.3%
& Critical Maintenance,
& Critical
Thinking, Team
Thinking
Sustainability Management

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Emerging trends - skill acquisition in health, safety, and sustainability among middle managers in
the M&C PSEs: Interestingly, about 15 per cent of MMMs who occupy a critical role in the organization
acquired additional skills related to HSE and sustainability. At the LMM levels, few managers reported
receiving training on HSE-related skills. However, exposure to sustainability training among the LMM
respondents in the M&C PSES through training is reportedly low (less than one per cent). Nevertheless,
it is encouraging to note the growing recognition of the significance of these particular skills in the
manufacturing and construction sector, especially in the context of evolving industry standards and
the changing landscape of business operations. It underscores a positive trend towards prioritizing
health, safety, and sustainability, which are becoming increasingly important factors in the sector's
success in contemporary times.
 X Findings on the Manufacturing and Construction sectors 85

3.4.3. Opportunities for application of acquired generic skills

Propitiously, middle managers have been given enough opportunities to showcase and utilize their skills in
the domain of functional skills, considered the most essential by all cohorts of middle managers, that is, soft
skills related to HR. This gives the managers a deeper understanding and confidence in learning that skill.
X Skill application disparities among middle management tiers in the M&C Sector - unveiling
opportunities and challenges: For the LMMs in the M&C sectors, there are fewer occasions reported to
apply their skills in managing clients. Meanwhile, the SMMs have a low chance of using their prowess in
procurements and tendering. Middle managers have the additional responsibilities to handle and manage
the safety of the employees, but they are not given enough opportunities to actualize their learned skills.
At a broader level, one finds that the skills deemed essential by the management professionals and the
skills they learned had satisfactory levels of opportunities to use in their various tasks.

X Table 3.15. Opportunities for application of top 10 Generic Skills in the M&C PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=75) (N= 33) (N= 23)

1 HR (Soft Skills) 34.7% HR (Soft Skills) 45.5% HR (Soft Skills) 39.1%

- Team - Team - Team
Management, Management, Management,
Boundary Boundary Boundary
Management, Management, Management,
Negotiation Skills Negotiation Skills Negotiation Skills

2 Communication 24% Communication 36.4% Client 21.7%

Management,
Relationship
Management

3 HR (Operations) 17.3% Project 18.2% Communication 21.7%

Management

4 Leadership 10.7% HR (Operations) 9.1% Project 17.4%

Management

5 Problem-Solving 10.7% Leadership 9.1% Contract 13%

& Critical Thinking Management

6 Team 10.7% Problem-Solving & 9.1% Leadership 13%

Management Critical Thinking

7 Project 9.3% Team 9.1% HR (Operations) 8.7%

Management Management

8 Computer Skills 8% Computer Skills 6.1% Team 4.3%

– Advanced, – Advanced, Management
9 Data Analysis & Conflict Resolution, Financial
Analytics, Financial Contract Management
Management Management, - Accounting &
- Accounting & Quality Control, Auditing, Financial
Auditing, Material Assurance & Management
10 Management, Standards, - Project
SAP-ERP SAP-ERP, Budgeting,
Technical Services Instrumentation &
Automation,
Problem-Solving
& Critical Thinking,
Quality Control,
Assurance &
Standards
Regulatory Issues,
Sales & Marketing

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.
86 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Enhancing green skill application - closing the gap in middle management tasks: As mentioned in
the previous section, while there is an emphasis on training of MMMs (and to some extent the LMMs)
in the M&C sectors on HSE and sustainability, the survey findings show that a lower proportion of
those trained reported of any opportunity in the recent past where they could apply these acquired
skills in their regular project-related work. Providing wider opportunities for using such green skills
can create a company-wide appreciation and integration of the skills in dispensing all tasks.

3.4.4. Perceived skilling needs

X HR skills training - meeting evolving needs in the M&C sectors: The findings from the survey
suggest that even though the sample respondents received training (through internal and external
sources) on HR-related skills, most still feel this area needs improvement. It might indicate a need for
a refresher course, that the sector's needs have evolved since then, requiring new methodologies
to deal with the employees, or that the curriculum has a scope of upgradation in terms of
comprehensiveness.
 X Findings on the Manufacturing and Construction sectors 87

X Table 3.16. Perceived gaps in the top 10 Generic Skills in the M&C PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=86) (N= 40) (N= 25)

1 HR (Soft Skills) 32.6% HR (Soft Skills) 35% HR (Soft Skills) 36%

- Team - Team - Team
Management, Management, Management,
Boundary Boundary Boundary
Management, Management, Management,
Negotiation Negotiation Skills Negotiation Skills
Skills

2 Team 19.8% Project 20% Client 16%

Management Management Management,
Relationship
Management

3 Communication 16.3% Communication 17.5% Leadership 16%

4 HR (Operations) 16.3% Leadership 15% Project 16%

Management

5 Project 15.1% Computer Skills 12.5% Communication 12%

Management - Advanced

6 Client 9.3% Data Analysis & 12.5% Conflict 12%

Management, Analytics Resolution
Relationship
Management

7 Problem-Solving 9.3% HR (Operations) 10% Contract 8%

& Critical Management,
Thinking Financial
Management
8 Business 7% Problem-Solving 10% - Accounting &
Development & Critical Auditing,
- Bid Writing, Thinking Financial
Proposals, New Management
9 Opportunities, SAP-ERP 10% - Project
Computer Skills Budgeting,
– Advanced, HR (Operations),
Financial Problem-Solving
10 Management Team 10%
& Critical
- Accounting & Management
Thinking,
Auditing, Procurement &
Leadership, Tendering,
Operations & Quality Control,
Maintenance, Assurance &
SAP-ERP, Standards,
Technical Team
Services Management

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Skill divide - advancement challenges for LMMs in the M&C sectors: For the managers at NSQF level
4.5-5, we observe a wedge in the skills that help the LMMs take up higher positions, like maintaining
good relationships with clients, government, customers, and other stakeholders, obtaining new
projects for the organization, writing proposals, and financial management. It can also be observed
that the LMMs and MMMs need to learn more technical skills, including SAP-ERP and other advanced
computer skills, which will help them perform their day-to-day activities.
88 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Financial literacy ascending - priorities in middle management skills: Importantly, both LMM and
SMM tiers rank 'Financial management—Accounting and auditing' in their top ten, showcasing the
increasing importance of technical and financial literacy.

X Client-centric skills - addressing needs of SMMs: The middle managers at NSQF level 6.5 feel the
need to learn skills that help them deliver their best to clients. Such skills include quality assurance,
maintaining standards, and effective project costing. This is an area that could be considered for
future training.

X Unexplored horizons - middle managers' skill perceptions in emerging areas: It is surprising to

see that not many of the middle managers see themselves learning emerging skills in AI, designing
and automation, which, if appropriately applied, could take their organization to new heights. Also,
essential abilities like those in HSE and sustainability are not reported as a felt gap. Perhaps the long
tenures in a given post or limited job rotation to apply the skills on HSE and sustainability may lead to
lower levels of appreciation among the middle managers for more intensive training in these areas.

X 3.5. Aptitude, mindset, and soft skills

In the progressive and developing Manufacturing and Construction sectors, the success of PSEs relies
heavily on the capabilities and competencies of middle management teams. The present study also
gathered data on aptitude, mindset, and soft skills from a sample of respondents to gain a comprehensive
understanding of the workforce's readiness and effectiveness. The NSQF guidelines 2023 also define this
as a key descriptor for determining the broad learning outcomes of middle managers (placed from NQF
levels 4.5 to 6.5).
This section briefly provides some of the significant insights, shedding light on the crucial attributes and
proficiencies that shape the leadership trajectory within these organizations. It underlines the pivotal
roles that aptitude, mindset, and soft skills play in navigating the complexities of the manufacturing &
construction industry, ultimately determining the success and sustainability of these public enterprises.

3.5.1. Essential aptitude, mindset, and soft skills for current roles
In the manufacturing and construction sector, PSEs possess unique behavioural skills, which are essential
anchors for middle managers to thrive in this dynamic environment.
X Crucial behavioural skills are key to middle management success in the M&C PSEs: Understanding,
support, effectiveness, and efficiency, as well as the ability to solve problems and communicate
properly, are crucial. The data also portrays that understanding and support are essential for all
layers of middle managers in conveying complex manufacturing and construction-related information
clearly and fostering cooperation.

X Strategic thinking skills to enable SMMs to navigate the complexities in the M&C PSEs: Problem-
solving and critical thinking are essential skills for SMMs, in particular, that allow them to deftly
navigate this sector's commerce, trade, and traffic.

X Communication skills are core for LMMs and MMMs in the M&C PSEs: Communication skills
(expressed by both the LMMs and MMMs in the survey) empower them to inspire and guide their
teams toward achieving strategic goals.

X Efficiency and integrity - the pillars of middle management in the M&C PSEs: The findings also
suggest that team and time management and being efficient and effective are crucial aptitudes and
skills for addressing the industry's challenges while upholding the highest standards of integrity.
 X Findings on the Manufacturing and Construction sectors 89

X Driving growth - behavioural skills for sustainable manufacturing solutions: The survey results
show that middle managers in the manufacturing sector PSEs believe they would be better able
to direct their roles and contribute to organizational growth through sustainable and efficient
manufacturing solutions if they possessed the aforementioned behavioural skills.

X Table 3.17. Top 10 desired Essential and critical Behavioural Skills in the M&C PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=54) (N= 46) (N= 2)

1 Communication, 30% Communication 39% HR (Soft Skills) 50%

Problem-Solving - Team
2 & Critical Team 36.6% Management,
Thinking, Team Management, Boundary
3 Management, Understanding Management,
Understanding and Supportive Negotiation
and Supportive Skills
4 Time 26.8% HR (Operations)
Management Project
Management
5 Time 25% Problem-Solving 19.5%
Client
Management & Critical
Management,
Thinking
Relationship
6 Conflict 17.5% Positive Attitude 17.1% Management
Resolution, & Motivation Communication
Innovation and Contract
Creativity Management
7 Accountability 14.6% Administration,
and Ownership; Computer Skills
Leadership – Advanced,
8 Decision-making 15% Financial
Management
9 Coordinations 12.5% Coordination 12.2% - Accounting &
and relations and Relations Auditing,
Leadership,
Operations &
10 Emotional 10% Emotional 9.8%
Maintenance,
Intelligence Intelligence
Team
Management

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

3.5.2. Existing level of aptitude, mindset and soft skills, and

expertise
The survey findings on behavioural skills acquired by middle managers (across various layers) in the M&C
PSE sample highlight the diverse set of skills they acquired.
X Excellence in communication skills: Skills such as team management and communication have been
reported as among the top-ranked skills by the sample middle managers from the manufacturing
sector PSEs. This reflects a recognition of the skilling policies within the organizations, which focus on
effective communication in addition to being understanding and supportive.

X Strategic skill focus across middle management tiers: Strategic skill is prioritized with more
individuals to oversee through accountability delegation (across the middle managers performing
job roles against NSQF levels from 4.5 to 6.5). Additionally, there is a focus on critical thinking, problem-
solving, and team management. These newly gained abilities would be expected to contribute to
90 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

developing a cross-functional cooperative environment, primarily when middle managers must

oversee many teams and accept responsibility for the project's successful completion.

X Team management is key to middle managers’ success in manufacturing PSEs: The finding that
team management skills, too, appear to be ranked among the top behavioural skills acquired lays
emphasis on teamwork and leadership in the M&C PSEs, enabling the middle managers to balance a
multitude of responsibilities and ensure that projects remain on schedule.

X Table 3.18. Top 10 Behavioural Skills acquired from various sources in the M&C PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=36) (N= 39) (N= 2)

1 Understanding 36.10% Communication 35.90% Communication, 50%

and Supportive Problem-Solving
& Critical
2 Team 25% Team 33.30% Thinking, Team
Management Management Management
3 Conflict 19.40% Problem-Solving 23.10%
Resolution & Critical
Thinking

4 Leadership and 16.70% Coordination 20.50%

Time and relations
Management
5 Emotional 15.40%
intelligence
Leadership
6 Coordination 13.90%
and Relations,
7 Learning Agility, Accountability 12.80%
Problem-Solving and Ownership,
& Critical Positive Attitude
8 Thinking & Motivation

9 Emotional 11.10% Innovation and 10.30%

intelligence creativity
Ethical integrity Time
10 Management

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

The typology of behavioural skills (as shown below), in which middle managers reported excellence in
their job roles in the M&C PSEs, also provides valuable insights into the strengths and competencies that
contribute to their success. Considering the dynamics of the manufacturing industry, it is interesting to
note that LMM and MMM have reported excellent abilities in managing teams.
X Supportive leadership - fostering collaboration in manufacturing PSEs: All rungs of middle managers
(from the sample drawn from the manufacturing PSEs) expressed that they are understanding and
supportive, enabling them to help their subordinates, foster collaboration, and get the work done. The
LMM and MMM also reported having skills in conflict resolution, which augurs keeping the peace in
the industry and ensuring that the work process is not hampered.

X Relevance of collaborative and communication skills: Importantly, coordinating and maintaining

relations fosters a collaborative work environment, as expressed by the LMM and MMM sample
respondents in the M&C PSEs, pointing out the presence of cross-functional teams working together
cohesively to achieve common goals.
 X Findings on the Manufacturing and Construction sectors 91

X Table 3.19. Top 10 Behavioural Skills where middle management excel in their job roles in the
M&C PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=43) (N= 41) (N= 1)

1 Team 25.60% Team 31.70% Understanding 100%

Management Management and Supportive

2 Management 20.90% Understanding 26.80%

and Supportive

3 Leadership, 18.60% Time 19.50%

Understanding Management
and Supportive
4 Learning Agility 17.10%

5 Accountability 14% Emotional 14.60%

and Ownership, intelligence
Conflict
6 Resolution, Conflict 12.20%
Positive attitude resolution,
7 & Motivation, Coordination
Time and Relations,
8 Leadership
Management
Management,
9 Problem-Solving 11.60% Self-awareness
& Critical
Thinking

10 Coordination 9.30%
and Relations

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

3.5.3. Opportunities for application of acquired aptitude, mindset,

and soft skills
The study results also provide an overview of the possibilities of applying the behavioural skills of PSE
middle managers at different management levels (LMM, MMM, SMM).
X Skill utilization - enhancing the work environment in the manufacturing sector: Overall, the
data shows a strong consensus among middle managers in the manufacturing industry about
opportunities to use skills related to communication, team management, and understanding and
support. Empowering middle managers to apply “listening, understanding and support skills” can
help create a better work environment by getting work done quickly and efficiently.

X Skill application disparity exists on the progression ladder: Differences in applying other skills at
different levels of management highlight the skills managers develop as their careers progress. The
results show that MMM and LMM are currently offered more opportunities to use skills related to
time, group management, understanding and support. This reflects the legitimate recognition of
companies' HR policies to focus on applying such skills as middle managers progress to higher middle
management levels.

X Strategic decision-making skills - vital for senior middle managers in the M&C PSEs: Critically, skills
such as decision-making also appear to find a place as far the SMMs are concerned in its application.
Decision-making is crucial for senior middle managers in the manufacturing sector. After all, it
contributes to efficient overall work processes and successful and timely completion of projects, which
is critical for the construction sector, where time overruns may erode the overall profitability.
92 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Table 3.20. Opportunity for application of top 10 Behavioural Skills in the M&C PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=26) (N= 23) (N= 1)

1 Understanding 19.20% Understanding 26.10% Decision- 100%

and Supportive and Supportive making,
Understanding
2 Time 15.40% Team 21.10% and Supportive
Management Management

3 Conflict 11.50% Problem-Solving 17.40%

Resolution, & Critical
4 Leadership Thinking
Management, Time
Team Management
Management
5 Learning Agility 13%

6 Decision-making, 7.70% Accountability 8.70%

Efficiency and and Ownership,
7 Effectiveness, Coordination
Emotional and Relations,
8 Intelligence, Emotional
Self-awareness Intelligence,
9
Leadership

10 Adaptability 4.30%

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.
 X Findings on the Manufacturing and Construction sectors 93

3.5.4. Perceived needs on aptitude, mindset, and soft skills

Even considering all the reported experience (both gained and acquired) and opportunities to use soft
skills like understanding, teamwork, communication, and supportive abilities, the survey results show
that middle managers in the M&C PSEs still feel room for improvement in these areas.

X Table 3.21. Perceived gaps in the top 10 Behavioural Skills in the M&C PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=30) (N=34) (N=2)

1 Communication 30% Communication 32.40% Accountability 50%

Team and Ownership,
2 Time 26.70% Management Efficiency
Management Effectiveness,
Learning Agility,
3 Problem-Solving 23.30% Accountability 17.60% Understanding
& Critical and Ownership, and Supportive
Thinking Coordination
and Relations,
4 Team 16.70% Problem-Solving
Management & Critical
Thinking
5 Work-life Balance 13.30%

6 Decision-making, 10% Emotional 14.70%

Emotional Intelligence,
7 Intelligence, Learning Agility
Leadership
8 Management Decision-making, 11.80%
Training and
9 Development,
Work-life Balance
10 Accountability 6.70%
and Ownership

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Fostering accountability - bridging gaps in middle management: Accountability and ownership are
recognized as gaps, especially among MMMs and SMMs. This points to a desire for a more efficient
and professional work environment.

X Communication enhancement - addressing gaps in middle management proficiency: Similarly,

while communication is identified as a gap, it is more pronounced among LMMs and MMMs. This
indicates a perceived need for improved communication capabilities at these levels.

X Strategic problem-solving skills for empowering middle managers in the M&C PSEs: Acknowledging
the importance of problem-solving and critical thinking, middle managers also feel an opportunity to
hone their skills in problem analysis and informed decision-making.

X Skilling the middle managers to create inclusive workplaces in the M&C PSEs: Importantly,
equipping the middle managers in the M&C sectors with better decision-making tools and improving
their emotional intelligence, adaptability, and gender sensitivity can play a critical role in creating
inclusive work environments.
94 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X 3.6. Emerging perspectives for skilling the middle

managers in the Manufacturing and Construction
sectors' PSEs

3.6.1. Skills gaps: An aggregate view

X Managerial progression - from soft skills to strategic expertise in the M&C PSEs: The progression
from LMM to SMM in the M&C sectors seems to entail transitioning from foundational sectoral
knowledge and soft skills to more strategic, analytical and specialized technical skills. Managers are
expected to maintain a blend of interpersonal abilities and technical proficiency, with an increasing
emphasis on strategic planning and specialized knowledge as they move up the managerial ladder.

X Strategic focus - market intelligence and planning in middle to senior management: MMM
and SMM emphasize strategic skills such as market intelligence, analysis and sales techniques,
planning and detailed project reports, and project management. This shift reflects the broader
scope of responsibility and the need for forward-thinking and strategic planning at higher levels of
management.

X ERP proficiency - a consistent requirement across middle management levels: Knowledge of

SAP-ERP systems is consistently important across all levels, highlighting the need for familiarity with
enterprise resource planning systems.

X AI integration - emerging skill priority across the M&C PSEs’ management tiers: AI is among the
top-ranked skills for all levels of management, underscoring its emerging significance in the industry.
With the rise of automation and AI-driven processes in M&C sectors, understanding and leveraging
AI will be pivotal, especially for SMMs.

X Customer-centric strategies - key to competitiveness in the M&C PSEs: Understanding customer

needs and aligning business strategies accordingly is crucial, especially in an intensely competitive
market that the M&C PSEs face from domestic and foreign companies.

X Balancing technical and soft skills - imperatives for middle management in the M&C PSEs: While
technical proficiency, data analytics, and sectoral knowledge remain at the core, the emphasis is also
on soft skills and leadership for middle management in the M&C sectors.

3.6.2. Making the middle management future-fit: Skills for the

new normal
X Driving sustainability: As India strides towards a sustainable future, PSEs in the manufacturing and
construction sectors are poised to play a pivotal role. The demand for future-fit skills in these sectors
is rapidly evolving, with a discernible emphasis on green skills. These skills encompass a broad range
of competencies, from energy-efficient building techniques and waste minimization in manufacturing
to deploying renewable energy technologies. Moreover, expertise in green procurement, sustainable
supply chain management, and environmental impact assessments are becoming indispensable.

X Prioritizing HSE skills: Security and HSE-related skills are important for improved productivity and
efficiency in the M&C PSEs. In this context, it would be pertinent to note the quantum of waste
generated by the M&C sectors, which can have potential health and environmental hazards.

X Green skilling - mitigating carbon footprints in the M&C PSEs: In the contemporary era, the
imperative for the M&C sectors' PSEs to reduce their carbon footprints and mitigate health hazards
 X Findings on the Manufacturing and Construction sectors 95

has never been more pronounced. To reduce their carbon footprint and gain a competitive edge, the
M&C PSEs in India may focus on green skilling their middle management in waste management. To
excel in waste management, these entities require a multifaceted skillset.

X Foremost, there's a need for in-depth knowledge of sustainable materials and processes that
are environmentally benign.

X Managers and executives should possess proficiency in the latest waste segregation, recycling,
and disposal technologies.

X Furthermore, understanding data analytics can help track waste patterns and optimize
reduction strategies.

X Equally critical is the expertise in regulatory compliance, ensuring adherence to environmental

standards and laws.

X Soft skills, including stakeholder communication and community engagement, are pivotal to
creating awareness and garnering support for waste reduction initiatives.

X Additionally, understanding green construction methodologies and integrating renewable

energy sources can significantly reduce carbon emissions.

X Training in health and safety protocols and regular audits is paramount to minimizing health
hazards.

A blend of technical acumen, regulatory knowledge, and proactive communication skills forms the
bedrock for effective waste management in the M&C sectors' PSEs.
96 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

4. Findings on the Metals

and Minerals sector

X 4.1. Sampling and profile of respondents

A total of 124 people working in the Metals and Minerals (M&M) sector belonging to different levels of
middle management and gender responded to the survey from three PSEs. The break-up of respondents
across the sample PSEs is shown below:

X Table 4.1. The break-up of respondents across three sample M&M PSEs

S. No. The Metals & Minerals PSEs Number of sample respondents

1 Indian Rare Earths Limited 68

2 Neyveli Lignite Corporation Limited 5

3 Rashtriya Ispat Nigam Limited 51

Total 124

Most middle managers in the M&M sector have an educational background in engineering, followed
significantly by business management graduates (21.7 per cent) and those possessing a master’s degree
or equivalent. The distribution is fairly similar in the SMMs and LMMs. Still, the middle mid-management
sees a different story where the engineering graduates and Master’s holders comprise 70 per cent
of the workforce. A very small percentage of managers also belong to other domains like law, MBBS
(Bachelor of Medicine, Bachelor of Surgery), and finance. It proves that managers have a high theoretical
knowledge of the mining industry and the scope to learn the principles of management.
The data depicts that men dominate the M&M sector. One possible explanation for this is the areas
where the mines are generally located and the hazardous nature of sub-surface mining, which deters
women from jobs in this sector.
It is also seen that this sector has a high attrition rate globally. People tend to keep shifting jobs in
mining areas for various reasons, such as the seclusion of these areas and, hence, lesser facilities and
infrastructure. Also, this sector does not provide much scope for personal growth and development, and
career progression needs to be structured and robust. Technological advancements might be another
explanation for those mentioned above.
Most of the people in LMM are aged 30 to 39 years, whereas the managers in the MMM cohort are people
equally divided among age groups of 40-49, 50-54, and 55 and above, and one of the respondents from
the SMM cohort belonged to age group 40-49. Another is in the age group of 55 and above, indicating
that upper rungs of the middle management cadre tend to value years of professional experience in
the sector. It is possible that people with more experience are being offered a higher position. On the
other hand, a considerable proportion of the people working in LMM are aged between 40 and 49 years
(The sample data potentially hints at the challenge of retention in this sector, marked by high workforce
 X Findings on the Metals and Minerals sector 97

turnover and job shifts resulting in a high percentage of people working at lower levels even after they
have worked at an age.
Looking through the policy lens, the focus should be on increasing talent retention in the sector for
extended periods and using their enhanced productivity and experience. Middle management
professionals (particularly those performing job roles against NSQF levels 5.5-6) may need to be offered
and demonstrated the possibility of their personal growth and promotion in the M&M PSEs.
Based upon the profile of the sector sample respondents, it appears that the LMM category of
professionals in the age cohort of 30-39 may be adequately skilled and (perhaps incentivized, too,
though not examined as part of the study) so that they remain in the organization for a longer time
and contribute to its development. Interestingly, this cohort could be skilled in the technological and
mechanical advancements relevant to the sector for enhanced productivity and earnings of the M&M
sector's PSEs.
Another relevant category for skilling interventions in the sector could be the LMMs in the 40-49 age
group. They already have the required experience, and the aim may be to provide them with the
leadership skills to fast-track their career progressions.

X 4.2. HR systems: A broad overview

4.2.1. Recruitment and performance management

In the M&M sector, about 86.7 per cent of entry-level employees are hired externally, typically as fresh
engineering or business school graduates. Conversely, for middle management positions, approximately
80.4 per cent of openings are filled by promoting individuals from within the organization. This internal
promotion system motivates middle managers to enhance their skills and demonstrate their eligibility
for advancement.
As they spend more time in the sector, newcomers undergo a structured training programme that
prepares them to take on roles as middle managers in the future. However, as they progress up the
career ladder, there is a noticeable lack of learning opportunities. This sector constantly evolves with
updated technologies, changes in raw materials, shifts in government regulations, and the emergence
of environmental responsibility and ESG standards. Middle managers may require additional training to
keep up with these changes.

X Table 4.2. Ongoing partnerships with technical and management institutes in the M&M PSEs

Responses NSQF category Total

Level 4.5-5 Level 5.5-6 Level 6.5

Yes 58.70% 53% 50% 56%

No 19% 30.30% Nil 23.80%

Do not know 22.70% 16.70% 50% 20.30%

Total (N) 60 62 2 124

Closer collaboration with educational institutions could be a solution to address this training gap.
Currently, the connection between the sector and these institutions appears weak. Exploring and
expanding these partnerships could lead to more managers receiving training from professors,
especially in management and leadership skills.
98 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

The sample data reveals that retaining talent is a challenge, as reported by 70 per cent of managers, and
hiring for middle management positions is considered difficult, according to 60.8 per cent of managers.
Additionally, 67.8 per cent of managers believe that promotions are primarily based on qualifications
and experience, a belief that strengthens with higher positions for SMM. This suggests that senior mid-
managers often belong to senior age cohorts and underscores the importance of training in their career
development.

X Box 4.1. Encouraging pointers: Betting on the strong

One positive aspect highlighted in the sample data is that 97.9 per cent of managers believe
their organizations have a structured performance management system in place. This reflects
the commitment of senior managers to assist their teams in improving, with constant feedback
mechanisms enhancing employee efficiency.
However, the frequency of these sessions, which are conducted annually, could be improved.
More frequent sessions, such as bi-annually or as circumstances permit, could be more beneficial.

4.2.2. Career planning

The data indicates that most individuals clearly understand their progression within the organization.
More than 79 per cent of those in the Management category (74.7 per cent in LMM, 84.8 per cent in MMM,
and 100 per cent among SMMs, where N=2) have a well-defined vision of their future advancement.
Furthermore, the majority (79.9 per cent) express confidence in their company's training and
development system. Specifically, 80 per cent of men affirm the presence of a structured training and
development system in their organization, while the percentage among women, though slightly lower,
still exceeds 75 per cent of women. Staff career planning is an essential aspect of HR operations. Overall,
65 per cent of the management professionals are aware of such systems in the organization.

X Table 4.3. Awareness of career planning system systems in the company among middle
management professionals in the M&M PSEs
Responses NSQF category Total

Level 4.5-5 Level 5.5-6 Level 6.5

Yes 62.70% 66.70% 100% 65%

No 28% 18.20% Nil 23.10%

Do not know 9.30% 15.20% Nil 1.90%

Total (N) 60 62 2 124

Organizations employ various inputs for developing individual development plans. Among the available
options, a significant portion (87.8 per cent) consider performance appraisal feedback the most
commonly used input for personal development plan formulation. This is regarded as a positive measure
as it can motivate employees to perform better and strive for excellence.
More than half of individuals in the management category acknowledge that their organizations
conduct development centres to assess the development needs of middle management professionals.
Notably, one out of the two SMMs who responded concurred with this practice, possibly because they
are responsible for these programmes. This percentage is slightly higher than the responses from LMM
and MMM.
 X Findings on the Metals and Minerals sector 99

X Table 4.4. Dominant inputs for career planning for middle managers in the M&M PSEs

Dominant inputs for career planning Per cent of respondents

Emerging priorities for organizational/department 52.4%

Individual career path 22.4%

Individual skill gap analysis from development centres 35%

Performance appraisal feedback 87.4%

Approximately one-fourth of management professionals attended a development session in 2023.

In comparison, 19.5 per cent and 19.6 per cent attended sessions in 2022 and 2018, respectively. This
decline may be attributed to the global pandemic, indicating that fewer sessions were held during the
online period. Furthermore, a third of individuals reported that development sessions needed to provide
detailed feedback about their strengths and areas for improvement, even though nearly half expressed
significant satisfaction. While a considerable portion is satisfied, the difference between these figures
is not substantial.
Despite some managers not receiving comprehensive feedback, 58.7 per cent of respondents agree that
their individual development plans were prepared in consultation with their manager after their last
appraisal. This collaborative approach is considered positive, as managers are best positioned to assess
employees' performance. However, there is room for improvement.
Overall, the data suggests that individuals are generally satisfied with evaluating their performance and
formulating development plans. However, there is a notable lack of valuable feedback after implementing
these plans, suggesting the need for potential improvements in this aspect.

4.2.3. Learning and development for middle managers

The study has attempted to assess the range of learning and skill development opportunities for
management professionals provided by the organization itself. Among the options available, training
programmes, performance feedback, and job rotation are the top three options that help middle
managers take up higher positions the most in the M&M sector's PSEs.

X Table 4.5. Opportunities for middle management for skill development in the M&M PSEs

Opportunities for middle management for skill development Figures as per cent of all responses
in the M&M PSEs (multiple responses)

Training programme 69.7%

Performance feedback 62.7%

Job rotation 58.5%

Exposure through projects/short-term assignments 50.0%

Defined career path 47.2%

Individual development plan 45.8%

Peer learning 44.4%

Onboarding training in the new role 40.8%

Development centre 38.7%

Coaching or mentoring 35.9%

E-learning and knowledge sharing 0.7%

100 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Nearly two-thirds (64.3 per cent) of the middle managers reported that their organization has a robust
mechanism for developing the skills required by the management professionals. Positively, 75 per cent of
the managers have availed themselves of these opportunities to develop their skills, and these trainings
have helped around 86 per cent of the managers perform their job roles better. This is a positive sign
that the initiatives taken by the organization are going in the right direction and that the managers take
these trainings seriously as a way to grow.
For the LMMs, the top priorities are internal/external training, feedback from the senior managers, job
rotation, and exposure to short-term projects. This is quite obvious since the LMMs represent the lowest
rung of the management cohort, and they need consistent assistance and different projects, which help
them develop a broader perspective and handle various situations. The more they indulge in multiple
activities of other domains, the faster they are prepared to take higher positions.
On the other hand, the situation remains unchanged for the MMMs, except for including their individual
growth strategies. Since they have gained a little more perspective, their personal development plans
and defined career paths give them the right incentive to work on themselves and put in that extra effort
to develop the necessary skills.

4.2.4. Methods of upskilling middle managers

The study sought to examine the most prevalent processes of skill acquisition among middle managers
in terms of the platforms and methods used. Training (external, internal, onboarding), certification
courses, or coaching can be cited as a few examples. The respondents were asked to check all of the
methods they used in the past to upskill themselves.

X Table 4.6. Participation of the M&M PSEs middle managers in skill acquisition through various
platforms during the last year (as per cent of respondents)
Various Platforms Per cent of respondents

Internal training/workshops/seminars 60.2%

Self-directed learning (e-learning/reference books) 44.2%

External training/workshops/seminars 39.8%

Job rotation 31.9%

Digital Learning Platforms 22.1%

Most managers, across job roles pertaining to all NSQF levels, refer to the organization's internal training
and workshops as an effective way to acquire skills. This might arise from the fact that the organization
conducts these training sessions only on those skills that are essential for the organization's growth. It
also helps in the employees' career progression because they are well-equipped with the skills they are
supposed to excel.
The other ways middle managers acquire skills include external training and digital platforms. The
relatively junior cohorts of the middle managers (LMMs and the MMMs) learn through job rotations,
which might be because of the requirements of their job, and by going through different projects, they
get an overall perspective of how the organization, from a broader perspective, of how the organization
on a broader perspective works.
Since these managers are also motivated to upskill themselves to climb the ladder, the LMMs and the
MMMs indulge in self-directed learning, which includes referring to books, for instance.
 X Findings on the Metals and Minerals sector 101

X 4.3. Theoretical and professional technical skills

4.3.1. Essential skills for current roles

Given that the study aims to assess the skill gap among the middle management professionals in the
M&M PSEs, it was deemed necessary first to identify the critical technical skills required by the sub-
cohorts of middle management, that is, the lower, middle, and senior rungs of the middle management
cadre in the sample PSEs. Management professionals across different NSQF levels perceive different
skills as critical to their work.
X Skill focus across middle management tiers - aligning with sector complexity: In the M&M PSEs,
the assessment reveals a consistent recognition across all levels of middle management (LMM, MMM,
SMM) of the importance of a core set of skills, such as soft skills, negotiation skills, productivity and
efficiency, communication, administration, problem-solving and critical thinking as these appear in
the list of top 10 necessary skills of all the managers. Notably, these skills are fundamental due to the
sectors' inherent complexity, including fluctuating market prices, operational risks, and the extensive
stakeholder engagement required.

X Specialized skills in senior middle management - navigating human capital dynamics in the M&M
PSEs: The LMMs highlight the need for data analysis, current industry knowledge, project planning,
detailed reporting, and quality improvement—skills that align with the sectors' focus on precision,
safety, and continuous improvement. The MMMs add team management, business development, and
legal compliance to this list, reflecting the need for operational excellence and strategic growth within
the rigid regulatory frameworks that typify the M&M sector. The SMMs, though sparsely represented,
underscore HR management, pointing to the critical role of human capital in maintaining team
efficiency and adaptability in an industry where labour relations and safety are paramount.
102 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Table 4.7. Top 10 desired essential and critical Technical Skills in the M&M PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=54) (N= 46) (N= 2)

1 Data Analysis & 24.1% Sectoral 34.8% Soft Skills, 100%

Analytics Knowledge, Negotiation
Information & Skills,
Adaptation Behavioural
Skills

2 Sectoral 20.4% Problem-Solving 26.1% Business 50%

Knowledge, & Critical Development &
Information & Thinking Customer
Adaptation Orientation,
Communication
3 Planning & 16.7% Soft Skills, 26.1% &
Detailed Project Negotiation Administration,
Report Skills, Data Analysis &
Behavioural Skills Analytics
HR
4 Financial 14.8% Communication 15.2% (Compensation,
Management & Administration Scorecard,
- Accounting, Recruitment,
Auditing Policies,
Alternative
5 Knowledge of 14.8% Planning & 15.2%
Dispute
Processes for Detailed Project
Resolution,
Training Report
Aligning with
6 Security 14.8% Business 13% Company's
(Integrated, Cyber, Development & Goals),
Asset Customer Problem-Solving
Management, Orientation & Critical
Data, Control & Thinking,
Monitoring, Productivity &
Surveillance, Efficiency
Safety)

7 O&M 13% Productivity & 13%

Efficiency

8 Soft Skills, 13% Team 13%

Negotiation Skills, Management
Behavioural Skills

9 Communication & 11.1% Financial 10.9%

Administration, Management
10 Problem-Solving & - Accounting,
Critical Thinking, Auditing,
Productivity & Knowledge of
Efficiency, Processes for
Quality Training
Improvement Regulatory
Issues,
Security
(Integrated,
Cyber, Asset
Management,
Data, Control &
Monitoring,
Surveillance,
Safety)

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.
 X Findings on the Metals and Minerals sector 103

X Addressing sustainability gaps - imperative for the evolution of M&M sector: A glaring gap is an
insufficient emphasis on sustainability-related skills, such as those associated with green energy, net-
zero initiatives, and adherence to Sustainable Development Goals (SDGs). This gap is at odds with the
M&M sector's increasing focus on sustainable practices, essential for long-term viability in light of
environmental concerns and the global transition towards a greener economy.

X Strategic imperative - integrating sustainability skills in the M&M sector: The absence of a
sustainability-focused skill set indicates a strategic oversight. The M&M sector's characteristics—
its environmental impact, the necessity for long-term resource management, and the increasing
regulatory and societal pressure for sustainable practices—demand a workforce adept in these areas.
Integrating such skills into middle management's competency framework is crucial for aligning with
global sustainability trends, meeting ESG criteria, and ensuring that PSEs contribute positively to the
economy while mitigating environmental impact. This integration would enable PSEs to enhance
operational performance and lead the sectors' evolution towards a more sustainable and socially
responsible future.

4.3.2. Existing level of professional skills and expertise

Middle management professionals undergo different procedures to upskill themselves; external/
internal training, self-directed learning, and digital platforms top the list. Respondents across the levels
reported various types of skills acquired from multiple sources. Based on these responses at each level,
the top 10 skills were ranked separately for each category and presented below.

X Table 4.8. Top 10 Technical Skills acquired from various sources in the M&M PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=52) (N= 47) (N=1)

1 HR 19.2% Security 21.3% Electronic Circuit 100%

(Compensation, (Integrated, Design,
Scorecard, Cyber, Asset Planning &
Recruitment, Management, Detailed Project
Policies, Data, Control & Report,
Alternative Monitoring, Productivity &
Dispute Surveillance, Efficiency
Resolution, Safety)
Aligning with
Company's
Goals)

2 Soft Skills, 19.2% Productivity & 17%

Negotiation Efficiency
Skills,
Behavioural
Skills

3 Knowledge of 15.4% Data Analysis & 14.9%

Processes for Analytics
Training

4 O&M 13.5% ISO Certification 14.9%

(Environmental
Management,
OHS)

5 Planning & 13.5% Planning & 14.9%

Detailed Project Detailed Project
Report Report
104 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=52) (N= 47) (N=1)

6 Security 13.5% Soft Skills, 14.9%

(Integrated, Negotiation
Cyber, Asset Skills,
Management, Behavioural
Data, Control & Skills
Monitoring,
Surveillance,
Safety)

7 Data Analysis & 11.5% Material 12.8%

Analytics Management

8 ISO Certification 11.5% O&M 12.8%

(Environmental
Management,
OHS)

9 Market 11.5% HR 10.6%

Intelligence, (Compensation,
Analysis & Sales Scorecard,
Techniques Recruitment,
Policies,
10 Basic & 9.6% Alternative
Advanced Dispute
Computer Skills Resolution,
- Analysis, Aligning with
Business Company's
Application Goals)
Programming Market
Engineering Intelligence,
(Knowledge, Analysis & Sales
skills, training) Techniques
Occupational Problem-Solving
Health & Safety & Critical
Problem-Solving Thinking
& Critical Regulatory
Thinking Issues
Productivity &
Efficiency
Team
Management

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Critical skills consensus - insights from lower and middle mid-management in the M&M sector
PSEs: Mainly based on the responses given by the LMMs and the MMMs, it can be observed that skills
related to managing human resources, operations and maintenance, soft skills, problem-solving and
critical thinking, market intelligence and data analysis are perceived as critical skills in the PSEs in
the M&M sector. A kind of uniformity is observed throughout the responses given by the lower and
middle-mid-management professionals. The typology of skills considered essential by both the rungs
are more or less the same; only the rankings differ.

X Interpreting SMM skill needs - cautionary considerations in the M&M sector PSEs analysis: Keeping
in mind the data limitations (only one participant from the SMM cohort), it can be argued that skills
enhancing productivity and efficiency, developing electronic circuit design, planning for projects and
making detailed reports for the same are considered necessary to fulfill their duties. However, this
interpretation needs special attention and should be used cautiously due to the small sample size.
 X Findings on the Metals and Minerals sector 105

X Hints of a growing recognition of sustainability skills in the M&M PSEs: At a broader level (based on
the responses from the LMMs and the MMMs), general skills that are required for any organization
to thrive and strive are listed by the managers, for instance, computer skills, problem-solving skills,
productivity and efficiency and the like. Some skills, such as security, ISO certification, occupational
health, and safety, also appear on the list. This indicates a slight increase in awareness in the sector in
terms of making it more sustainable and employee-friendly.

X To assess middle managers' proficiency in diverse skills, the investigation specifically collected data
from respondents to identify areas where they excel in their respective roles. The table presented
indicates that middle managers in the M&M sector express confidence in their comprehension of
recent advancements within the industry and exhibit adeptness in soft skills, particularly in the
domain of negotiations.

X Table 4.9. Typology of top 10 Technical Skills where middle management excel in their job roles
in the M&M PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=43) (N=43) (N=2)

1 Data Analysis & 16.3% Soft Skills, 23.3%

Analytics Negotiation
Skills,
Behavioural
Skills

2 Problem-Solving 16.3% Sectoral 20.9%

& Critical Knowledge,
Thinking Information &
Adaptation

3 Sectoral 16.3% Data Analysis & 18.6%

Knowledge, Analytics
Information &
Adaptation

4 Planning & 14% Security 16.3%

Detailed Project (Integrated,
Report Cyber, Asset
Management,
Data, Control &
Monitoring,
Surveillance,
Safety)

5 Business 11.6% Knowledge of 14%

Development & Processes for
Customer Training
Orientation

6 Metallurgy & 11.6% Market 14%

Mineralogy Intelligence,
Analysis & Sales
Techniques

7 O&M 11.6% Planning & 14%

Detailed Project
Report
106 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=43) (N=43) (N=2)

8 Regulatory 11.6% Basic & 11.6% HR 50%

Issues Advanced (Compensation,
Computer Skills Scorecard,
9 Basic & 9.3% - Analysis, Recruitment,
Advanced Business Policies,
Computer Skills Application Alternative
10
- Analysis, Programming Dispute
Business Business Resolution,
Application Development & Aligning with
Programming Customer Company's
HR Orientation Goals)
(Compensation, Communication Problem-Solving
Scorecard, & Administration & Critical
Recruitment, Problem-Solving Thinking
Policies, & Critical Resource
Alternative Thinking Management
Dispute Productivity & and Utilization
Resolution, Efficiency Sectoral
Aligning with Knowledge,
Company's Information &
Goals) Adaptation
Productivity & Security
Efficiency (Integrated,
Security Cyber, Asset
(Integrated, Management,
Cyber, Asset Data, Control &
Management, Monitoring,
Data, Control & Surveillance,
Monitoring, Safety)
Surveillance,
Safety)
Soft Skills,
Negotiation
Skills,
Behavioural
Skills

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Alignment of excellence - skills parallels in lower and middle management: The skills in which the
lower and the middle management professionals claim excellence align with the skills they deem
necessary for the managers in the M&M PSEs. The LMMs claim excellence in data analysis, problem-
solving, sectoral information, business development, computer skills, metallurgy and soft skills. While
the MMMs claim proficiency in the exact skills but in metallurgy.

X Cohort differentiation - tailoring policies for skill specialization: Almost all of the skills in which the
LMMs and the MMMs show excellence coincide with each other. This indicates the need to devise a
differentiated policy for both cohorts to develop specialized skills according to their job roles and
duties. However, the limited sample of respondents from the SMM cohort claim excellence in problem-
solving, HR, resource utilization, and security.
 X Findings on the Metals and Minerals sector 107

4.3.3. Opportunities for application of acquired skills

Possessing skills is one thing, and actually utilizing them in their jobs is different. Learning without the
opportunity of its application may not create a return on investment in skills upgradation. Applying
skills is instrumental in achieving personal and professional success, problem-solving, productivity, and
personal growth. It plays a crucial role in various aspects of life and can lead to better outcomes and
overall well-being. Hence, by examining the data related to opportunities for middle managers in the
M&M sector's PSEs to apply specific skills within the scope of this study, valuable information has been
gained regarding the real-world utilization of their skills, both those they possess naturally and those that
may have acquired through training. This information sheds light on how these skills actively contribute
to the continuous success of their organizations and the larger M&M sector.

X Table 4.10. Opportunities for the application of top 10 Technical Skills in the M&M PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=36) (N=37) (N=2)

1 Planning & 16.7% Data Analysis & 18.9% Basic & 50%
Detailed Project Analytics Advanced
Report Computer Skills
- Analysis,
2 Data Analysis & 13.9% Basic & Advanced 13.5% Business
Analytics Computer Skills Application
- Analysis, Programming
Business Communication
Application &
Programming Administration
Data Analysis &
3 SAP-ERP 13.9% Problem-Solving 10.8% Analytics
& Critical O&M
Thinking O&M -
Document
4 Basic & Advanced 11.1%
Control
Computer Skills
(Drafting,
- Analysis,
Maintenance,
Business
Management
Application
Systems,
Programming
Software, Tools,
5 Communication & 11.1% Design,
Administration Analysis,
Control),
6 O&M 11.1% Planning &
Detailed Project
7 Sectoral 11.1% Report
Knowledge,
Information &
Adaptation

8 Security 11.1%
(Integrated, Cyber,
Asset
Management,
Data, Control &
Monitoring,
Surveillance,
Safety)

9 Quality 8.3%
Improvement
108 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=36) (N=37) (N=2)

10 Equipment Design, 5.6% Communication 8.1%

Financial & Administration,
Management Drilling,
- Accounting, Exploration, Fluid
Auditing, Technology,
Metallurgy & Cathodic
Mineralogy, Protection
O&M - Document Systems,
Control (Drafting, Reservoir
Maintenance, Systems,
Management Innovation,
Systems, Software, O&M,
Tools, Design, Planning &
Analysis, Control), Detailed Project
Power Plants & Report,
Transformers, Regulatory
Transmission Issues,
Systems, Security
Problem-Solving & (Integrated,
Critical Thinking, Cyber, Asset
Productivity & Management,
Efficiency, Data, Control &
Project Monitoring,
Management Surveillance,
Skill (Development, Safety)
Research and
Training)
Team
Management

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Application opportunities aligned with skill sets: Middle managers across the cohorts (lower/middle/
senior) in the M&M PSEs have expressed high levels of application of skills ranging from data analysis,
O&M, basic and advanced computer skills, communication, and administration, and making detailed
project reports. These skills align primarily with the desired skills of the management professional
cohort.

X Box 4.2. Need for building synergies between skilling and opportunities for application

Variations exist in the chances of applying skills among different groups, mainly when focusing
on the primary skills typically used by each group. For example, the LMM group demonstrates
a significant degree of application and significance in skills associated with problem-solving
& critical thinking and SAP-ERP. In contrast, the MMM group does not encounter as many
opportunities to utilize the skills related to the latter, and the SMM group doesn't experience
similar occasions to apply either of these skill sets.
It is also observed that managers do not find enough application opportunities for non-
conventional skills such as ISO Certification, OSH, metallurgy, and mineralogy, which they either
acquire or claim excellence in. Also, there is limited opportunity to apply skills that can help bring
a sustainability revolution in the sector.
 X Findings on the Metals and Minerals sector 109

4.3.4. Perceived skilling needs for job roles and responsibilities

To solve industry difficulties and promote professional growth, it is essential to comprehend how middle
managers view technical skill gaps in the M&M sector's PSEs. This interpretation seeks to analyze the
perspectives of these important professionals to highlight areas that require improvement.

X Table 4.11. Perceived gaps in the top 10 Technical Skills in the M&M PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=26) (N=36) (N=2)

1 Basic & Advanced 15.4% Sectoral 25% Productivity & 100%

Computer Skills Knowledge, Efficiency
- Analysis, Information &
Business Adaptation
Application
Programming

2 Communication 15.4% Planning & 19.4% Collaborative 50%

& Administration Detailed Project Approach,
Report Stakeholder
Management,
3 Metallurgy & 15.4% Data Analysis & 13.9% Problem-Solving
Mineralogy Analytics & Critical
Thinking,
4 Regulatory 15.4% Productivity & 13.9% Resource
Issues Efficiency Management
and Utilization,
5 Data Analysis & 11.5% Innovation 11.1%
Security
Analytics
(Integrated,
6 Knowledge of 11.5% Knowledge of 11.1% Cyber, Asset
Processes for Processes for Management,
Training Training Data, Control &
Monitoring,
7 Planning & 11.5% Soft Skills, 11.1% Surveillance,
Detailed Project Negotiation Safety),
Report Skills, Team
Behavioural Skills Management

8 Problem-Solving 11.5% Basic & 8.3%

& Critical Advanced
Thinking Computer Skills
- Analysis,
9 Resource 11.5% Business
Management Application
and Utilization Programming
Communication
10 Financial 7.7% & Administration,
Management Equipment
- Accounting, Design,
Auditing Leadership,
Market Market
Intelligence, Intelligence,
Analysis & Sales Analysis & Sales
Techniques, Techniques
Sectoral
Knowledge,
Information &
Adaptation
Supply Chain
(Load Dispatch,
Logistics)

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.
110 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Data analytics and IT - a significant skill gap: The study's findings, mainly based on the responses from
the LMMs and the MMMs, indicate that for the middle management professionals in the M&M sector,
the skill gaps related to data analytics, basic and advanced computer skills, updated knowledge on the
developments (theoretical and applied) in the sector, and planning and making detailed project reports.

X Domain knowledge coupled with supply chain management skills required for LMMs: Focusing on
LMMs, the scope of improvement has been observed in metallurgy and mineralogy, regulatory issues,
market information, supply chain, and resource management areas.

X Leadership and innovation skills are crucial for MMMs: Leadership and innovation skills in the
SMM cohort, as well as the domains of security, stakeholder management, collaborative approach,
and teamwork, are crucial for MMMs. Middle cohorts of MMMs, on the other hand, feel the need to
improve leadership, equipment design, and innovation. Based on the respondents of the SMM cohort,
the domains of security, stakeholder management, collaborative approach, and team and resource
management are the areas of improvement.

X Differentiated skilling interventions warranted for the various cohorts of middle management: The
insights of these pivotal professionals in the PSEs sector play a vital role in tackling industry challenges
and nurturing professional growth. It is noticed that the managers even perceive gaps in the skills
they have already acquired, pointing towards a need to revise the current upskilling programmes.
Also, different rungs of the middle management cadre perceive gaps in differentiated skills. LMMs
find the need to improve their basic skills, which will give them an overview of the workings of the
sector. MMMs want more training on skills to help them stand out among their peers, and SMMs wish
to learn how to manage their businesses and teams more efficiently. Hence, a differentiated skilling
strategy for middle managers in the M&M sectors is the need of the hour. Clearly, the viewpoints of
these professionals point to areas requiring deeper engagement with their skills and proficiencies.

X 4.4. Generic skills

In the ever-changing environment of India's M&M sector's PSEs, middle managers play a vital role in
guiding organizations toward success by managing operations effectively. A broad range of functional
skills that align with the credit and skill qualification frameworks are essential for success in this field.
Professionals with these skills are not only required to be better equipped to adjust to the constantly
changing demands of the industry. Still, they are also expected to make well-informed judgments and
substantially contribute to their companies' expansion.
The typology of the fundamental functional skills required by middle managers in the Metals and
Minerals sector is provided in the following sections, along with a mapping of the skills they currently
possess (obtained through a variety of training and skill development interventions), a description of how
they use these skills, and an assessment of the managers' perceived needs for skilling. An overview of
the skilling requirements and intended interventions around general functional skills for job preparation
is provided at the end of the section.

4.4.1. Essential generic skills for current roles

Regardless of their job roles across different NSQF levels, middle managers possess top-ranking skills
that are essentially the same across the different sub-cohorts. At an aggregate level, it is evident that
middle managers working in the metals and minerals PSEs must possess expertise and resources in
this sector, along with knowledge of the scale, labour force, capital, expertise, and risk mitigation, to be
successful. HR skills such as teamwork, boundary management, and negotiation skills, for instance, are
crucial and paramount when managing infrastructure projects related to metals and minerals. These
skills ensure projects are completed on schedule and within budget, underscoring the importance of
their role in the industry.
 X Findings on the Metals and Minerals sector 111

X Table 4.12. Top 10 desired essential and critical Generic Skills in the M&M PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=41) (N=47) (N=1)

1 HR (Soft Skills) 51.2% HR (Soft Skills) 40.4% Communication 100%

- Team - Team
Management, Management,
Boundary Boundary
Management, Management,
Negotiation Skills Negotiation Skills

2 Communication 36.6% HR (Operations) 23.4% HR (Soft Skills) 100%

- Team
Management,
Boundary
Management,
Negotiation
Skills

3 Leadership 24.4% Communication 21.3% Inter- 100%

Departmental
Cooperation

4 HR (Operations) 19.5% Leadership 21.3% Leadership 100%

5 Data Analysis & 17.1% Project 21.3% Administration 0.0%

Analytics Management

6 Team 17.1% Problem-Solving 14.9% Business 0.0%

Management & Critical Development
Thinking - Bid Writing,
Proposals, New
Opportunities,

7 Problem-Solving 14.6% Health, Safety & 12.8% Change 0.0%

& Critical Environment Management
Thinking

8 Computer Skills 12.2% Operations & 10.6% Client 0.0%

- Advanced Maintenance Management,
Relationship
Management

9 Client 7.3% Client 8.5% Computer Skills 0.0%

Management, Management, - Advanced
Relationship Relationship
Management Management

10 Financial 7.3% Data Analysis & 8.5% Conflict 0.0%

Management Analytics Resolution
- Accounting &
Auditing

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X HR and functional skills as essential generic skills for middle managers in the M&M PSEs: It has
been demonstrated that all middle managers place a higher value on the functional skills associated
with HR skills, and the respondents of SMM indicated that this skill is essential to their current roles.
The ability to lead and optimize metals and minerals operations and resource allocation is likely
to benefit significantly from the capacity to collect, evaluate, and interpret data for well-informed
decision-making. This can be explained by the fact that all managers deal with people and hence need
to be well-versed in skills such as leadership and negotiations.
112 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Communication skills are important: The significance of communication skills for middle
management positions at all PSEs in the M&M sector should also be noted. In light of the metals and
minerals companies' increasing adherence to ESG regulations, efficient communication with team
members and external stakeholders—such as local communities, governments, and international
organizations—is critical to completing projects and preserving the industry's good name. The MMMs
and LMMs view HR operations as desirable skills, indicating that middle managers in the M&M sector
are becoming more conscious of the importance of communication and cooperation with co-workers.
These key competencies, as revealed by the survey, indicate that senior cohorts of mid-managers are
becoming increasingly concerned with employee development and improved team management;
they also see these competencies as critical to their respective job roles.

X Strategic coordination - skills demand middle managers in the M&M sector: SMMs in the PSEs that
deal with metals and minerals are expected to have skills in inter-departmental coordination. This
can be achieved through regular meetings and perhaps a dynamic shared intranet learning platform.

4.4.2. Existing level of generic skills and expertise

Upon examining the reported set of functional and generic skills obtained from a variety of training
sources (for example, external training, in-house training, attending seminars, or even self-directed
learning) in the M&M PSEs, HR skills emerge as the most widely acquired generic skill across all middle
manager rungs. Communication, leadership and change management are among the other common
functional skills.
 X Findings on the Metals and Minerals sector 113

X Table 4.13. Top 10 Generic Skills acquired from various sources in the M&M PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=48) (N=44) (N=2)

1 HR (Operations) 43.8% HR (Soft Skills) 52.3% Administration 50%

- Team
Management,
Boundary
Management,
Negotiation Skills

2 HR (Soft Skills) 35.4% Communication 22.7% Change 50%

- Team Management
Management,
Boundary
Management,
Negotiation Skills
3 Leadership 27.1% Health, Safety & 20.5% HR (Operations) 50%
Environment

4 Health, Safety & 20.8% Leadership 20.5% HR (Soft Skills) 50%

Environment - Team
Management,
Boundary
Management,
Negotiation Skills
5 Communication 14.6% Operations & 18.2% Vigilance 50%
Maintenance

6 Team 12.5% HR (Operations) 15.9% Artificial 0.0%

Management Intelligence

7 Contract 10.4% Project 13.6% Asset 0.0%

Management Management Management

8 Problem-Solving 10.4% Quality Control, 13.6% Business 0.0%

& Critical Thinking Assurance & Development
Standards - Bid Writing,
Proposals, New
Opportunities
9 Change 8.3% Computer Skills 11.4% Client 0.0%
Management - Advanced Management,
Relationship
Management

10 Computer Skills 8.3% Sectoral 11.4% Communication 0.0%

- Advanced Awareness

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Skilling in HR is being practiced as a priority in the M&M PSEs: From an analytical perspective, the
table indicates that HR-related skills are prioritized across middle management levels, with operations
and soft skills being the most prevalent. This suggests that interpersonal skills, team management,
and boundary management are considered essential for effective management in the M&M sector's
PSEs in India.

X Leadership and safety skills - key for middle managers in the M&M PSEs: Leadership skills are
also highlighted as necessary, including strategic planning, decision-making, and motivating teams.
The fact that the HSE skills are recognized indicates an awareness of the importance of these areas,
which are critical in the M&M sectors due to the high risk of workplace accidents and the significant
environmental impact of mining activities.
114 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Environment and sustainability - skill prioritization across middle management in the M&M PSEs:
The extent to which these skills cater to relevance from environmental and sustainability aspects can
be inferred from the inclusion of HSE skills in both the LMM and MMM categories. However, they do
not appear in the SMM category. This suggests that while HSE skills are a focus for LMMs and MMMs,
they may be less of a priority for SMMs assumed to be integrated into the broader administrative and
change management competencies.

X Technical proficiency skills and sectoral awareness: The presence of advanced computer skills in
both LMM and MMM categories and the listing of sectoral awareness in the MMM category suggest an
emphasis on technical proficiency and industry-specific knowledge, which can be crucial for adapting
to technological advancements and sustainability practices within the sector.

X Limited skills in change management: At the SMM level, the data suggests a narrowed focus on
administrative skills and change management. This points to senior managers' critical role in policy
implementation and steering the organization through transitions, which could be in response to
market changes, regulatory demands, or shifts towards more sustainable practices.

X Soft skills dominance - implications for environmental sustainability in the M&M PSEs middle
management: The data shows a significant focus on soft skills and HR, which are essential for
managing personnel effectively but do not directly address environmental and sustainability skills.
While HSE is included at the lower levels, its absence in the SMM skill set suggests that these concerns
may need to be more adequately represented strategically, where decisions with the most significant
environmental impact are made. Moreover, while the inclusion of HSE in the skill set is promising, the
relatively low percentage indicates that there may be room for a greater emphasis on sustainability
and environmental management in the training and development of middle management within the
M&M sector's PSEs in India. The absence of explicit mention of skills like renewable energy, waste
management, or sustainability practices beyond the general HSE category suggests a potential area
for development within the sector's training programmes, especially considering the global push
towards sustainable practices in all industries, including metals and minerals.

4.4.3. Opportunities for application of acquired generic skills

Analyzing the skill application opportunities for middle managers in the M&M sector's PSEs in India
reveals nuanced insights into their skills' developmental needs and practical applications within the
context of the NSQF and contemporary job roles.

X Table 4.14. Opportunities for the application of top 10 Generic Skills in the M&M PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=24) (N=26) (N=1)

1 HR (Soft Skills) 45.8% HR (Soft Skills) 53.8% Communication 100%

- Team - Team
Management, Management,
Boundary Boundary
Management, Management,
Negotiation Skills Negotiation Skills

2 Communication 29.2% Leadership 26.9% HR (Soft Skills) 100%

- Team
Management,
Boundary
Management,
Negotiation Skills
 X Findings on the Metals and Minerals sector 115

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=24) (N=26) (N=1)

3 Computer Skills 16.7% Project 19.2% Administration 0.0%

- Advanced Management

4 Team 16.7% HR (Operations) 15.4% Change 0.0%

Management Management

5 HR (Operations) 12.5% Communication 11.5% Client 0.0%

Management,
Relationship
Management

6 Data Analysis & 8.3% Health, Safety & 11.5% Computer Skills 0.0%
Analytics Environment - Advanced

7 Leadership 8.3% Operations & 7.7% Data Analysis & 0.0%

Maintenance Analytics

8 Problem-Solving 8.3% Administration 3.8% Designing 0.0%

& Critical Thinking

9 Client 4.2% Change 3.8% Financial 0.0%

Management, Management Management
Relationship - Project
Management Budgeting

10 Designing 4.2% Client 3.8% Health, Safety & 0.0%

Management, Environment
Relationship
Management

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Application of HR and technical skills by lower cohorts of middle management: The LMMs, at NSQF
levels 4.5-5, are applying a mix of technical and soft skills. Their focus on HR (soft skills) and advanced
computer skills aligns with NSQF's level 5, which requires handling tasks of limited complexity with a
need for personal responsibility and autonomy. They are typically frontline managers directly engaged
with the workforce, applying their skills in a practical setting where team coordination and basic
operational decision-making are essential.

X Middle cohorts of middle management getting opportunities to use leadership skills: The
MMMs, corresponding to NSQF levels 5.5-6, show a shift towards applying leadership and project
management skills. These skills are characteristic of NSQF level 6, involving complex tasks requiring
substantial reasoning and judgment. MMMs likely occupy roles that include managing multiple teams
or departments, overseeing project life cycles, and engaging in mid-level strategic decision-making
that links upper management directives with operational execution.

X Communication skills application - integral to senior middle managers: The data suggests SMMs
prioritize communication above all, which is integral at senior levels for effective policy communication,
stakeholder engagement, and driving organizational vision—corresponding to the NSQF level 6.5,
where they have been considered in this study. The data for SMMs also points to a need for broader
skill development at this level, encompassing strategic leadership and innovation.

X Encouraging the use of twenty-first-century IT skills: Across all levels, there is a notable application
of twenty-first-century skills such as problem-solving and critical thinking, and advanced digital
literacy, indicating a workforce adapting to global trends in management and operations.
116 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Sustainability skills application is relatively less prominent. The relative underrepresentation

of explicit environmental and sustainability skills, especially in the M&M sector's significant
environmental footprint, suggests a discrepancy between skill application opportunities and the
industry's sustainability challenges. In this context, it may be worthwhile to note that the NSQF's role
is to ensure that skill development is aligned with industry requirements and that skills are certifiable
and standardized across levels. Furthermore, the NSQF also envisions competency-based skill
acquisition that is responsive to the needs of the economy, including the imperative for sustainable
development. The current skill application partially aligns with NSQF levels, indicating effectiveness
in operational and managerial competencies. However, it also suggests a need for more alignment
in preparing managers for the strategic application of sustainability practices, which are increasingly
important in the global economy and a vital component of the NSQF.

4.4.4. Perceived skilling needs

The table below reveals the perceived skill gaps for various middle management levels in India's M&M
sector's PSEs. These gaps reflect the difference between managers' skills and the skills needed to perform
their roles effectively, especially in the context of evolving global standards, including environmental and
sustainability requirements.

X Table 4.15. Perceived gaps in the top 10 Generic Skills in the M&M PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=33) (N=37) (N=1)

1 HR (Soft Skills) 42.4% HR (Soft Skills) 54.1% Communication 100%

- Team - Team
Management, Management,
Boundary Boundary
Management, Management,
Negotiation Skills Negotiation Skills

2 Communication 24.2% Communication 21.6% HR (Soft Skills) 100%

- Team
Management,
Boundary
Management,
Negotiation Skills
3 Operations & 18.2% Leadership 21.6% Material 100%
Maintenance Management

4 Data Analysis & 15.2% Project 18.9% Procurement & 100%

Analytics Management Tendering

5 Leadership 15.2% HR (Operations) 13.5% SAP-ERP 100%

6 Financial 12.1% Computer Skills 10.8% Administration 0.0%

Management - Advanced
- Accounting &
Auditing

7 Project 12.1% Client 8.1% Business 0.0%

Management Management, Development
Relationship - Bid Writing,
Management Proposals, New
Opportunities

8 Business 9.1% Health, Safety & 8.1% Change 0.0%

Development Environment Management
- Bid Writing,
Proposals, New
Opportunities
 X Findings on the Metals and Minerals sector 117

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=33) (N=37) (N=1)

9 Health, Safety & 9.1% Operations & 8.1% Client 0.0%

Environment Maintenance Management,
Relationship
Management

10 Problem-Solving 9.1% Problem-Solving 8.1% Computer Skills 0.0%

& Critical & Critical - Advanced
Thinking Thinking

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Navigating HR dynamics for LMMs - addressing soft skills and technical expertise: For LMMs, the
most significant gap is in HR (soft skills), which includes team management, boundary management,
and negotiation skills. This suggests that while LMMs may have a grasp of operational tasks, there is
a need for improvement in managing team dynamics and interpersonal relations, which are crucial
for day-to-day operations. The NSQF 2023 guidelines emphasize the importance of such soft skills at
intermediate levels (NSQF levels 4.5-5), aligning with the need for hands-on management and direct
supervision. Further gaps in communication, operations and maintenance, and data analysis and
analytics indicate a need for LMMs to enhance their technical expertise and data literacy, which are
increasingly important for operational efficiency and decision-making in the M&M sector.

X Closing the gap - leadership and project management skills for MMMs: The MMMs perceive
a significant gap in HR (soft skills), leadership, and project management skills. This underscores a
discrepancy between the current skill set and the NSQF level 5.5-6 expectations, where MMMs should
be capable of managing complex projects, leading teams, and driving strategic initiatives. Enhancing
these skills would allow MMMs to bridge the operational-executive divide better, implementing
strategies with a more robust leadership approach.

X Enhancing operational management - filling the void in HR and technology for MMMs: The
gaps in HR (Operations) and advanced computer skills point to a need for more robust operational
management capabilities and technological proficiency, reflecting the industry's trend toward
automation and digital transformation.

X Strategic communication at senior management - closing the gap for SMMs: With the data indicating
a gap in communication skills for SMMs (given the small sample size), this could be interpreted as
a need for better strategic communication capabilities, which are essential at higher management
levels (NSQF levels 6.5 and above). Effective communication is pivotal for SMMs to align operational
functions with the organization's strategic goals and to engage with external stakeholders.

X Box 4.3. Skilling for adapting to global business environment

The need for skills in areas such as material management, procurement, and SAP-ERP systems reflects the global
trend toward supply chain optimization and resource efficiency. Addressing these gaps is critical for the M&M sector's
PSEs to remain competitive and compliant with international standards.
Additionally, fostering new-age skills like analytics, financial management, and client relationship management is vital
for allowing SMMs in the M&M sector's PSEs to adapt to a global business environment where data-driven decision-
making, financial acuity, and customer-centric approaches are becoming the norm.
118 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

The NSQF 2023 guidelines are designed to create a more skilled workforce that can adapt to the
economy's changing needs. For middle managers in the M&M sector, aligning skill development with
NSQF levels would warrant addressing the identified gaps to ensure they can fulfill their roles in project
management, strategic planning, and operational excellence. The perceived gaps in HSE skills, especially
for MMMs and LMMs, indicate a significant area for improvement. As the M&M sector is highly impactful
on the environment, PSES must adhere to global sustainability standards. Developing these skills would
align with the NSQF's focus on specialized job roles that require adherence to environmental regulations
and the ability to innovate toward more sustainable practices.

X 4.5. Aptitude, mindset, and soft skills

4.5.1. Essential aptitude, mindset, and soft skills for current roles
X Key skills for middle managers - understanding, encouraging, and effective communication: As
vital anchors in the PSEs in the metals and minerals industry, middle managers need a particular
set of generic or behavioural skills to succeed in this fast-paced environment. It is imperative for
them to be understanding, encouraging, effective, and efficient, as well as to solve difficulties and
communicate well.

X Table 4.16. Top 10 desired essential and critical Behavioural Skills in the M&M PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=40) (N=41) (N=1)

1 Communication 30% Communication 39% Efficiency and 50%

Effectiveness

2 Problem-Solving 30% Team 36.6% Problem-Solving

& Critical Management & Critical
Thinking Thinking

3 Team 30% Understanding 36.6% Understanding

Management and Supportive and Supportive

4 Understanding 30% Time 26.8%

and Supportive Management

5 Time 25% Problem-Solving 19.5%

Management & Critical Thinking

6 Conflict 17.5% Positive Attitude 17.1%

Resolution & Motivation

7 Innovation and 17.5% Accountability 14.6%

Creativity and Ownership

8 Decision-making 15% Leadership 14.6%

9 Coordination 12.5% Coordination 12.2%

and Relations and Relations

10 Emotional 10% Emotional 9.8%

Intelligence Intelligence

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.
 X Findings on the Metals and Minerals sector 119

X Critical abilities for SMMs: For SMMs, problem-solving and critical thinking, and industry skills are
crucial abilities that enable them to work skillfully in this industry. On the other hand, according to the
poll, both LMMs and MMMs viewed communication as a skill that allows them to motivate and lead
their teams to accomplish strategic objectives.

X Communication skills for motivating teams for strategic objectives: The data also illustrates how
important it is for middle managers at all levels to understand and encourage effective communication
of knowledge about complicated matters related to metals and minerals and promote teamwork.

X Relevance of teamwork and time management skills for meeting industry challenges: The results
also imply that effective and efficient time management and teamwork are essential for meeting
industry difficulties and maintaining the highest levels of honesty.

In summary, the survey findings indicate that middle managers in PSEs in the M&M sector and support
organizational growth through sustainable and effective metals and minerals solutions.

4.5.2. Existing level of aptitude, mindset and soft skills, and

expertise
Survey findings on behavioural skills acquired by middle managers (across various layers) in the
sample within the M&M PSEs highlight the diverse set of skills they acquired. The survey results on the
behavioural skills indicate a wide range of abilities that middle managers in the M&M PSEs have gained
across different layers.

X Table 4.17. Top 10 Behavioural Skills acquired from various sources in the M&M PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=36) (N=39) (N=2)

1 Communication 44.4% Understanding 41% Understanding 100%

and Supportive and Supportive

2 Understanding 36.1% Communication 35.9% Communication 50%

and Supportive

3 Team 25% Team 33.3% Problem-Solving

Management Management & Critical
Thinking

4 Conflict 19.4% Problem-Solving 23.1% Team

Resolution & Critical Management
Thinking

5 Leadership 16.7% Coordination and 20.5%

Relations

6 Time 16.7% Emotional 15.4%

Management Intelligence

7 Coordination 13.9% Leadership

and Relations

8 Learning Agility 13.9% Accountability 12.8%

and Ownership

9 Problem-Solving 13.9% Positive Attitude

& Critical & Motivation
Thinking
120 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=36) (N=39) (N=2)

10 Emotional 11.1% Innovation and 10.3%

Intelligence Creativity

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Competencies in understanding and communication: The sample middle managers from the M&M
sector's PSEs have revealed that knowledge and communication are among their top competencies.
This indicates a grasp of the organizations' skill-building policies to concentrate on effective
communication, empathy, and support.

X Accountability delegation and team management: Interestingly, there are more people to supervise
via accountability delegation (amongst middle managers carrying out positions about NSQF levels
ranging from 4.5 to 6.5).

X Fostering cross-functional collaboration: Substantial emphasis is placed on coordination,

relationships, and team management. These recently acquired skills are expected to support the
growth of a cross-functional collaborative environment, particularly when middle managers are
expected to supervise many teams and even take ownership of the project's successful completion.

X Leadership and teamwork in project management: Team management abilities also seem among the
most highly valued behavioural skills, underscoring the importance of leadership and teamwork in the
M&M PSEs, particularly in empowering middle managers to manage many duties and guaranteeing
project completion on time.

The behavioural skill typology (shown below) in which middle managers from the M&M PSEs reported
exceptional performance also provides essential insights into the qualities and competencies
underpinning their success.
 X Findings on the Metals and Minerals sector 121

X Table 4.18. Typology of top 10 Behavioural Skills where middle management excel in their job roles
in the M&M PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=43) (N=44) (N=1)

1 Communication 32.6% Communication 36.6% Problem-Solving 100%

& Critical
Thinking

2 Team 25.6% Team 31.7% Understanding 100%

Management Management and Supportive

3 Management 20.9% Understanding 26.8%

and Supportive

4 Leadership 18.6% Time 19.5%

Management

5 Understanding Learning Agility 17.1%

and Supportive

6 Accountability 14.0% Emotional 14.6%

and Ownership Intelligence

7 Conflict Conflict 12.2%

Resolution Resolution

8 Positive Attitude Coordination 12.2%

& Motivation and Relations

9 Time Leadership 12.2%

Management

10 Problem-Solving 11.6% Management 12.2%

& Critical Thinking

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Communication and supportive leadership skills in middle management: Given the intricacies of the
metals and minerals sector, it is noteworthy that LMM and MMM report having communication skills.
Furthermore, it is encouraging to see that most middle management possesses the critical ability
of empathy and assistance, enabling them to manage the workload better and guarantee efficient
operation. From the sample of middle managers taken from the PSEs for the M&M sector, all rungs
reported that they are supportive and understanding, which enables them to assist their subordinates
and encourage teamwork to complete the task at hand. Additionally, the LMM and MMM reported
possessing team management, which bodes well for maintaining industrial harmony and ensuring
that production is not impeded. Crucially, as the sample respondents of the LMM and MMM in the
M&M sector also point out, the presence of cross-functional teams working together cohesively to
achieve common goals is fostered by the ability to coordinate and maintain relations.

4.5.3. Opportunities for application of acquired aptitude,

mindset, and soft skills
The study's findings also summarise the potential applications of middle managers' behavioural skills in
PSEs at various management levels, including SMM, MMM, and LMM.
X Harnessing middle managers' behavioural skills: Overall, the statistics indicate that middle managers
in the M&M sector strongly agree on the potential to apply abilities in understanding and support,
122 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

communication, and team management. Encouraging middle managers to use their "listening,
understanding and support skills" can improve the working environment by facilitating speedy and
effective task completion.

X More opportunities to apply skills for enhanced efficiency and teamwork: The skills that middle
managers acquire as their careers advance are highlighted by variations in how other skills are applied
at various management levels. The findings indicate that there are currently greater opportunities for
MMM and LMM to use their time management, decision-making, understanding and support skills.
This, of course, is a legitimate acknowledgement of the organizations' HR strategies that prioritize
using these abilities as middle managers advance to higher middle management positions.

X Table 4.19. Opportunities for the application of top 10 Behavioural Skills in the M&M PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=26) (N=23) (N=1)

1 Communication 34.6% Communication 39.1% Adaptability 100%

2 Understanding 19.2% Understanding 26.1% Decision- 100%

and Supportive and Supportive making

3 Time 15.4% Team 21.7% Understanding 100%

Management Management and Supportive

4 Conflict 11.5% Problem-Solving 17.4%

Resolution & Critical
Thinking

5 Leadership Time 17.4%

Management

6 Management Learning Agility 13.0%

7 Team Accountability 8.7%

Management and Ownership

8 Decision-making 7.7% Coordination 8.7%

and Relations

9 Efficiency and Emotional 8.7%

Effectiveness Intelligence

10 Emotional Leadership 8.7%

Intelligence

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

These insights suggest that middle managers in the M&M sector's PSEs have significant opportunities
to apply soft skills, especially communication and supportiveness, which are critical for leading teams
and driving change. From an ESG perspective, the emphasis on communication, understanding, and
supportiveness aligns with the need to engage with a range of stakeholders, including communities,
government bodies, and environmental groups. These skills are essential for addressing ESG concerns,
which are increasingly important in the global market, and maintaining a social license to operate.
X Challenges and opportunities for SMMs: The data for SMMs appears to imply a narrow scope
of roles or less diversification in skill application at that level. Crucially, regarding the SMMs'
applicability, abilities like decision-making also have a place. For SMMs in the metals and minerals
 X Findings on the Metals and Minerals sector 123

industry, decision-making is essential since it helps ensure a seamless workflow, an efficient overall
process, and successful completion of tasks. These opportunities indicate a potential for growth
and adaptation in dynamic situations, as these skills are crucial for navigating the complex and
changing business environments. Conversely, the lack of opportunities, especially in diverse skill
areas for SMMs, may limit the sector's ability to fully leverage middle management capabilities for
growth and transformation.

X Impact on sector performance and sustainability: The ability to apply these skills can lead to
improved performance and a competitive edge in the sector, contributing to the growth of the PSEs
and, by extension, to India's national income through efficient operations and increased exports.
However, a lack of opportunities to apply diverse skills, particularly for SMMs, could hinder the sector's
capacity to innovate and respond to external pressures, ultimately impacting its sustainability and
economic contribution.

4.5.4. Perceived needs on aptitude, mindset, and soft skills

Room for improvement in communication and team skills: The survey results indicate that middle
managers in PSEs in the M&M sector still have room for improvement in these areas, even with all the
reported experience (both acquired and gained) and opportunities to use soft skills communication,
team management, being understanding and supportive, among others. Similarly, there is a
communication gap, which is noticeable among all the cohorts. This suggests that these levels perceive
a need for enhanced communication skills. Middle managers in the PSEs for the metals and minerals
industry recognize the value of being understanding and supportive, and they believe there is room for
improvement in their ability to analyze complex problems and make informed decisions.
Addressing ownership and accountability disparities: There is an acknowledged difference in
ownership and accountability, particularly between MMMs and SMMs. This indicates a need for a more
accountable workplace.

X Table 4.20. Perceived gaps in the top 10 Behavioural Skills in the M&M PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=30) (N=34) (N=2)

1 Understanding 36.7% Understanding 41.2% Communication 100%

and Supportive and Supportive

2 Communication 30% Communication 32.4% Accountability 50%

and Ownership

3 Time 26.7% Team 32.4% Efficiency and 50%

Management Management Effectiveness

4 Problem-Solving 23.3% Accountability 17.6% Learning Agility 50%

& Critical Thinking and Ownership

5 Team 16.7% Coordination 17.6% Understanding 50%

Management and Relations and Supportive

6 Work-life Balance 13.3% Problem-Solving 17.6%

& Critical
Thinking

7 Decision-making 10% Emotional 14.7%

Intelligence

8 Emotional 10% Learning Agility 14.7%

Intelligence
124 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=30) (N=34) (N=2)

9 Leadership 10% Decision-making 11.8%

10 Management 10% Training and 11.8%

Development

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

The reported skill gaps for middle managers in the M&M sector in India highlight several strategic
concerns:
1. Understanding and supportive skills: Significant gaps in this area could hinder the sector's ability to
foster a work culture that supports sustainable practices. Empathy and understanding are crucial for
managing the human aspects of transitioning to sustainable operations.

2. Communication skills: Communication is vital in articulating sustainability goals, engaging

stakeholders, and ensuring compliance with ESG standards. A gap here could lead to a misalignment
between policy and practice.

3. Time management and decision-making: These skills are vital for effectively implementing long-term
sustainability projects that require consistent effort and resource allocation.

4. Problem-solving and critical thinking: Gaps in these areas may impede the ability to address
unforeseen challenges in sustainable practice implementation.

5. Accountability and ownership: A lack of accountability could prevent achieving sustainability targets
or the appropriate response to ESG-related issues.

6. Emotional intelligence and learning agility: These skills are essential for leading change and fostering
innovation towards sustainable practices.

The gaps in these skills may slow the transition to sustainable practices by affecting the ability to adapt
to new regulations, technologies, and market demands. Filling these gaps is strategic for PSEs to align
with global ESG standards, maintain their social license to operate, and contribute positively to national
income through sustainable growth.

X 4.6. Emerging perspectives for skilling the middle

managers in the Metals and Minerals sector's PSEs

4.6.1. Skills gaps: An aggregate view

The study on skill gaps among middle managers in the M&M PSEs in India provides a comprehensive
overview of the areas where these professionals feel the need for improvement.
1. Data analytics and computer skills across all levels: Significant gaps in basic and advanced computer
skills and data analytics capabilities have been identified. This suggests a need for enhanced technical
training.
 X Findings on the Metals and Minerals sector 125

2. Sector-specific knowledge and project management: Both LMM and MMM cohorts recognize the
necessity for updated knowledge on the latest theoretical and applied developments in the M&M
sector's PSEs. Skills in planning and creating detailed project reports are also lacking.

3. Specialized technical skills: For the LMMs, critical gaps include metallurgy and mineralogy, regulatory
issues, market information, supply chain, and resource management. For the MMMs, the focus is on
leadership, equipment design, and innovation. Despite limited data for the SMMs, improvements in
security, stakeholder management, collaborative approaches, and team and resource management
are desired.

4. Regarding functional skills: HR-related soft skills, including team management, boundary
management, and negotiation, are notably lacking, especially among LMMs and MMMs. The O&M
emerges as a key area for LMMs, indicating a need for operational adeptness. MMMs particularly feel
the need to develop leadership skills and project management capabilities.

5. Regarding behavioural skills: Skills related to understanding and supportiveness, communication,

accountability and ownership are common concerns across all middle managerial levels. Additionally,
LMMs are also found in need of skills improvement in time management, MMMs in team management,
and SMMs specifically in efficiency and effectiveness

6. Emotional intelligence, learning agility, and decision-making: Gaps are perceived in these skills,
indicating that enhanced personal development programmes are needed.

7. Environmental, renewables, and sustainability: While not explicitly mentioned, the increasing
demand for ethical and sustainable mining practices and ESG compliance suggests a need for skills
in these areas across all levels. This includes understanding environmental regulations, renewable
energy options, and sustainable mining and resource management practices.

At an aggregate level, the analysis highlights multifaceted skills deficits spanning from interpersonal and
communication skills to technical and functional expertise. It also points to a need for a comprehensive
upskilling strategy that incorporates behavioural coaching, technical training, and functional knowledge
enhancement, with a specific focus on sustainability practices to align with global ESG trends. These
interventions are crucial for the professional growth of middle managers and for addressing the broader
industry challenges faced by PSEs in the M&M sector's PSEs in India.

4.6.2. Making the middle management future-fit: Skills for the

new normal
For the M&M PSEs in India to be adeptly future-fit, particularly concerning ESG aspects, the following
strategic recommendations may be considered.
1. Sustainability-driven learning systems:

a. Embed ESG principles into the core of continuous learning platforms, ensuring that every technical
and management training module incorporates sustainability practices relevant to the M&M sector.

b. Utilize immersive technologies to simulate ESG-related scenarios, enhancing decision-making skills

under sustainable frameworks.

2. Sector-specific knowledge hubs:

a. Establish dedicated knowledge hubs that provide updates on environmental regulations, best
practices in sustainable mining, and advancements in renewable energy tailored to the M&M
sector.
126 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

b. Create a series of ESG-centric project management courses to prepare managers for handling
projects with a strong sustainability component.

3. Customized technical skill development:

a. For LMMs, introduce specialized training in eco-friendly metallurgy and mineralogy, focusing on
reducing environmental impact.

b. For MMMs, develop leadership programmes that stress innovative solutions for sustainable
equipment design.

c. For SMMs, curate executive education that focuses on sustainable resource management and
stakeholder engagement in the context of ESG goals.

4. Functionally aligned skills:

a. Conduct workshops focusing on ESG-related stakeholder agreements and community engagements

to improve negotiation skills.

b. Equip LMMs with the operational skills to implement and maintain ESG-compliant processes.

5. Behavioural leadership:

a. Inculcate a supportive culture in which ESG and SDGs are communicated effectively, and make
accountability for these goals paramount.

b. Encourage managers at all levels to lead the sustainability and environment initiatives and drive
organizational change towards sustainable practices.

6. Fostering ESG-based decision-making:

a. Integrate emotional intelligence training with an emphasis on the social aspects of ESG, thereby
improving managers' ability to navigate the human elements of sustainability initiatives.

b. Promote learning agility to swiftly adapt to new ESG regulations and market demands for sustainable
practices.

7. Operationalizing ESG in business strategy:

a. Align HR policies and performance metrics with ESG objectives, ensuring that skill development
aligns with sustainable business goals.

b. Incentivize managers to pursue ESG-related mining and resource management innovations, directly
linking such achievements to career progression.

8. Leadership engagement in ESG prioritization:

a. Engage the top echelons of leadership to actively sponsor and participate in ESG-focused training
programmes, signalling the importance of ESG to the entire organization.

9. ESG integration into corporate governance:

a. Conduct regular ESG audits and adjust training programmes accordingly to address emerging gaps
in ESG competencies.

b. Incorporate ESG considerations into all corporate decision-making processes, ensuring that
sustainability is not an afterthought but a key business driver.
 X Findings on the Services sector 127

5. Findings on the
Services sector

X 5.1. Sampling and profile of respondents

A total of 193 people working in the Services sector, belonging to different levels of middle management
and gender, responded to the survey. The breakdown of respondents across the sample PSEs is shown
below. A representative sample was obtained using a randomized sampling procedure. Based on their
NSQF level, the middle managers have been divided into three sets: the LMM, the MMM, and the SMM.

X Table 5.1. Sample respondents in the Services sector

S. No. Services sector Sample respondents

1 Airport Authority of India 62

2 Container Corporation of India Limited 13

3 Engineers India Limited 50

4 Indian Renewable Services Development Agency Limited 13

5 Power Finance Corporation 36

6 Coal India Limited 19

Total 193
w

Most of those working in the Services industry are men, with only 12.6 per cent of the sample comprising
women. All the cohorts of respondents across NSQF levels share the same skewness, which is more
pronounced as one moves up the NSQF levels.
The vast majority of middle managers in the Services sector have an MBA, with B Tech (35.6 per cent)
and master’s degree holders (10.1 per cent) following closely behind. Domain specialists from other
professional degrees and certificate programmes make up a tiny fraction of the total. At every level of
middle management, the distribution of officers among these educational categories is consistent. This
academic background is consistent across all middle management levels, indicating homogeneity in
qualifications that might point to the preferred credentials for management pathways in the Services
PSEs.
With about 45 per cent of the officers in the 40–49 age group, the middle management in the Services
PSEs is relatively young. In fact, around half of the SMMs and MMMs are in this age group. This suggests
that promotions and professional progression within the industry occur more quickly, with middle
managers having longer to advance in their careers. This demographic suggests that career progression
is both rapid and occurring at a relatively young age, enabling a longer tenure within the management
echelons and potentially influencing the strategic direction of their respective PSEs.
128 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

The majority of respondents across all management levels have been with their current organization for
ten years or more, with the percentages increasing significantly at higher management levels. There is a
strong indication of high retention at higher management levels. This is evident from the high percentage
of individuals with longer tenures in the organization generally and at the middle management level,
precisely in the SMM category. There is an evident correlation between organizational tenure and
advancement to higher management levels, with most SMMs having the longest tenures. It also
suggests a relatively shorter period spent at the middle management level before advancing to higher
levels, especially in senior management. The longevity of service is particularly notable within the SMM
group, where 95.2 per cent have surpassed the 10-year mark. This pattern underscores a strong sense
of organizational loyalty and could imply a depth of institutional knowledge and expertise embedded
within the senior management ranks.
Consequently, perspectives on career development, training initiatives, and human resources that are
significant at the organizational level are grounded in individuals' experiences, with 82.6 per cent of
respondents having been in the organization for more than ten years and contributing significantly to
the current company. As a result, the reporting bias is removed from the sample.
The sample profile indicates human resource strategies and career development pathways within the
Services sector. The high retention rates and the concentration of educational qualifications suggest
a stable yet competitive environment where professional growth is expected and achieved. The age
profile and the tenure of service indicate that middle managers are likely to impact the evolution and
operational efficiencies within their organizations considerably.
The survey illuminates the nuanced fabric of the Services sector's middle management, highlighting
areas of strength, such as high retention and educational proficiency, and areas necessitating further
investigation, such as gender disparity and the potential for career stagnation.

X 5.2. HR systems: A broad overview

5.2.1. Recruitment and performance management

In an in-depth analysis of the recruitment and professional development paradigms within the Services
sector PSEs, striking patterns emerge regarding the sourcing of entry-level workers and the promotion
mechanisms for middle management positions. Notably, the Services sector, recognized for its cutting-
edge technological capabilities and significant contributions to the nation's economic development,
faces unique challenges in cultivating a workforce equipped to navigate its complexities.
Approximately 80.5 per cent of entry-level positions are filled by external candidates, primarily those with
advanced educational qualifications such as Master's degrees or B Tech/BE degrees. This trend suggests
a preference for infusing new talent and perspectives into the sector from the outset, potentially to spur
innovation and adaptability within the ranks. However, the Services sector demonstrates internal and
robust internal promotion culture, with 86.8 per cent of middle management vacancies being filled from
within. This practice underscores a commitment to employee development and progression, providing
a clear pathway for ambitious individuals to ascend the organizational hierarchy based on merit and
proven capabilities. Moreover, this reflects an unequivocal commitment among the Services sector's
PSEs in India to internal career development and recognition of institutional knowledge. The transition
from entry-level positions to middle management is supported by systematic training programmes
designed to prepare employees for increased responsibilities. However, there is an observed decline in
learning opportunities as employees progress up the ladder, which could hinder their ability to keep pace
with the rapid technological and economic shifts defining the sector.
Only a third of managers are aware of collaborations with expert institutions, indicating a significant
potential for growth in this area.
 X Findings on the Services sector 129

X Table 5.2. Ongoing partnerships with technical and management institutes

Responses NSQF category

Level 4.5-5 Level 5.5-6 Level 6.5 Total

Yes 30.2% 32.7% 33.3% 32.2%

No 34.9% 40% 23.8% 36.8%

Do not know 34.9% 27.3% 42.9% 31.1%

Total (N) 58 114 21 193

w

A promising insight from the sector is that 73.6 per cent of managers recognize the existence of well-
defined training procedures for new hires within their companies. This indicates a commendable
dedication to workforce development and a recognition of the value of continuous skill enhancement.
However, the perception that only 67.2 per cent of companies have an effective onboarding process
suggests that there is room for improvement in integrating new employees into the corporate culture
and operational workflow.

X Box 5.1. Need for partnerships with academic institutions

The Services sector's approach to human resource development reveals a dichotomy between
robust internal promotion and external recruitment strategies. Despite these strengths, the
sector confronts a significant challenge: the tapering of professional development opportunities
as employees ascend the corporate ladder. This shortfall poses a risk of a skills deficit in the face
of the sector’s rapid technological advancements and critical role in the national economy.
The underutilization of academic partnerships, with a sizable portion of the workforce oblivious
to such collaborations, signals a missed opportunity for leadership and management training
enhancements.
130 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

5.2.2. Career planning

In the globalized context of HR operations, career planning emerges as a pivotal element, especially
within the PSEs in the Services sector. The latest report underscores that senior middle managers,
particularly those at NSQF level six, exhibit a heightened awareness of the career planning frameworks
within their organizations. This reflects their grasp of the systems and recognition of their responsibility
to nurture their team members' professional growth.

X Table 5.3. Awareness among middle management professionals on career planning system
systems in the Services sector
Responses NSQF category

Level 4.5-5 Level 5.5-6 Level 6.5 Total

Yes 67.3% 69.6% 80.6% 69.5%

No 20.5% 20.6% 16.1% 20.3%

Don't know 12.3% 9.8% 3.2% 10.2%

Total (N) 58 114 21 193

w

However, there is room for improvement, as only about 70 per cent of middle managers are aware of the
existence of formal career planning structures within their entities. It is noteworthy that those with higher
academic qualifications, such as MBAs and B Tech degrees display a greater understanding of these
systems, suggesting a correlation between higher education and awareness of career advancement
tools.
The survey delved into the mechanisms of career planning for middle managers in the Services sector's
PSEs and reveals that these strategies are primarily informed by performance appraisal feedback,
aligning with the evolving needs of the department and organization, and individual skill assessments
conducted by learning development centres. Performance appraisals stand out as the cornerstone for
career planning across all NSQF levels, highlighting their integral role in the professional development
ecosystem of the Services PSEs.

X Table 5.4. Dominant inputs for career planning for middle managers in the Services PSEs

Dominant inputs for career planning for middle managers in the Services Per cent of respondents
PSEs

Performance appraisal feedback 68.4%

Emerging priorities for organization/department 54%

Individual skill gap analysis from the development centre 29.9%

Individual career path 20.1%

With 68.4 per cent of respondents relying on performance appraisals for career planning, there is an
opportunity to observe and learn from the recent shifts in skill development post-pandemic, influenced
by such feedback mechanisms. The current career planning model has evolved to balance quantitative
metrics—such as revenue and physical installations—with qualitative aspects, including core values,
team objectives, and key competencies, along with embracing collaborative strategies by middle
managers.
Technology integration has been instrumental in facilitating efficient and unobstructed communication
between employees and management, enhancing the responsiveness of career planning processes.
 X Findings on the Services sector 131

Furthermore, creativity among subordinates is increasingly encouraged, aiming to achieve superior

career outcomes.
The findings shed light on how feedback from individual development centres and performance
appraisals are instrumental in crafting career trajectories. It also illustrates how the Services PSEs have
leveraged this data to implement targeted interventions for skill development among officers. This
strategic approach to career planning, underscored by technology and a holistic appraisal of quantitative
and qualitative metrics, positions the Services PSEs to effectively harness human capital in pursuit of
organizational excellence and innovation.

5.2.3. Learning and development for middle managers

This study elucidates the professional development landscape for middle management in PSEs within
the Services sector, which is characterized by a multifaceted approach to skill enhancement. The primary
strategies employed for preparing middle management for ascending career responsibilities include
performance feedback, job rotation, and targeted training programmes.
Notably, these strategies are predominant among middle managers within the NSQF levels 5.5 to 6,
serving as a foundational triad for professional growth. However, a pivotal shift occurs as professionals
advance to NSQF level 6.5. Development centre initiatives and individual development plans become
more prominent, indicating a tailored approach to the specific requirements within this managerial
cohort.

X Table 5.5. Opportunities for middle management for skill development in the Services PSEs

Opportunities for middle management for skill development in Figures as per cent of all responses
the Services PSEs (multiple responses)

Training programme 78%

Job rotation 54.8%

Performance feedback 54.2%

Exposure through projects/short-term assignments 41.7%

Peer learning 36.9%

Define career path 34.5%

Development centre 31%

Individual development plan 26.2%

Coaching or mentoring 20.8%

Onboarding training in the new role 12.5%

For managers at the NSQF level 6.5—commonly positioned as General Managers overseeing business
verticals—individual development plans are particularly salient, indicating a shift towards a more
personalized and strategic method of career development. This is in contrast to the early stages of middle
management, where job rotation and performance feedback, utilized by 52.8 per cent of respondents,
and on-the-job training, reported by 79.2 per cent, constitute the core strategies for skills enhancement.
Interestingly, at the NSQF level 6.5, an overwhelming 70 per cent of respondents identify individual
development plans as central to their skill-building efforts. This contrasts with the perception of job
rotation, which appears to recede in importance for skill acquisition as managers climb to the upper tiers
of the middle management hierarchy.
132 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

These statistics portray a developmental trajectory that shifts from a broad, experience-based learning
approach to a more individualized and focused plan. The report underscores that at higher levels of
management, personalized development plans are pivotal in equipping managers with the skills
necessary to lead and innovate within their specific domains.
The findings indicate a progression in professional development methods within the Services sector's
PSEs, moving from generalist to specialist. This emphasizes the importance of individual development
plans as managers reach the zenith of middle management. This nuanced approach to skill development
is pivotal for aligning managerial competencies with the sector's strategic objectives and evolving
challenges.

X 5.3. Theoretical and professional technical skills

5.3.1. Essential skills for current roles

The study reveals pivotal insights into professional competencies and training needs on the essential
technical skills across various tiers of middle management in the Services sector's PSEs in India. The study
categorizes these skills among LMM, MMM, and SMM, offering a granular view of the skills considered
critical for each sub-cohort.

X Table 5.6. Top 10 desired essential and critical Technical Skills in the Services PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=34) (N= 84) (N= 19)

1 Sectoral 26.5% Financial 20.2% Knowledge of 36.8%

Knowledge, Management Processes for
Information & - Accounting, Training
Adaptation Auditing

2 Soft Skills, 23.5% Data Analysis & 19% Sectoral 31.6%

Negotiation Analytics Knowledge,
Skills, Information &
Behavioural Adaptation
Skills

3 Knowledge of 17.6% Planning & 17.9% Contract 26.3%

Processes for Detailed Management
Training Project Report

4 Market Knowledge of 16.7% Soft Skills,

Intelligence, Processes for Negotiation
Analysis & Sales Training Skills,
Techniques Behavioural
Skills

5 O&M - O&M - Communication 21.1%

Document Document &
Control Control Administration
(Drafting, (Drafting,
Maintenance, Maintenance,
Management Management
Systems, Systems,
Software, Tools, Software, Tools,
Design, Analysis, Design,
Control) Analysis,
Control)
 X Findings on the Services sector 133

6 Data Analysis & 14.7% Communication 15.5% Market

Analytics & Intelligence,
Administration Analysis & Sales
Techniques

7 Basic Computer 11.8% Regulatory O&M 15.8%

Skills & Digital Issues
Communication

8 Engineering Soft Skills, 14.3% Regulatory

(Knowledge, Negotiation Issues
skills, training) Skills,
Behavioural
Skills

9 Financial 8.8% Market 13.1% Resource

Management Intelligence, Management
- Accounting, Analysis & and Utilization
Auditing Sales
Techniques

10 O&M Sectoral 11.9% Security

Knowledge, (Integrated,
Information & Cyber, Asset
Adaptation Management,
Data, Control &
Monitoring,
Surveillance,
Safety)

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

For LMMs, sectoral knowledge, information, and adaptability are paramount. This is closely followed by
soft skills, negotiation, and behavioural competencies, which LMM respondents underline as essential.
These findings reflect the foundational requirements for professionals at the LMM level to navigate their
sectors effectively and engage with stakeholders efficiently. The analysis of skill requirements in PSEs
within the Services sector, when viewed through the lens of green and just skills development, provides
a nuanced understanding of the competencies needed to drive sustainable and equitable growth. At the
LMM level, the emphasis on sectoral knowledge and adaptability aligns with the need for awareness of
environmental trends and the ability to pivot towards more sustainable practices. Similarly, prioritizing
soft skills, negotiation, and behavioural skills among LMM underscores the importance of stakeholder
engagement and consensus-building in implementing green policies.
Moving up to MMMs, financial management, including accounting and auditing, emerges as the
top skill, with respondents highlighting its significance and suggesting its crucial role in overseeing
financial resources. This expertise is essential for economic efficiency and allocating resources towards
environmentally sound projects and investments. Data analysis and analytics are also pivotal, as
recognized by MMMs, underpinning the importance of data-driven decision-making processes at this
level. They have become increasingly relevant when measuring and reporting sustainability metrics and
social impact.
The SMMs, who typically handle broader responsibilities, rank knowledge of processes for training,
indicating an expectation for SMMs to contribute to the development and upskilling of their teams
and reflecting the responsibility to develop human capital that is both competent and conscious of
sustainable practices. Sectoral knowledge remains crucial at this tier, with SMM acknowledging its
importance and pointing to the necessity for comprehensive understanding and adaptability within
their industry. This also indicates the need for SMMs to drive strategic initiatives that balance economic
performance with ecological stewardship.
134 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Across the board, the study highlights the need for a versatile skill set that includes problem-solving,
adaptability, and cross-cultural awareness, amongst others, to navigate the diverse challenges
and responsibilities inherent in the Services sector. The findings across all levels demonstrate a
clear trajectory from foundational environmental awareness to strategic sustainability leadership.
Furthermore, this progression reflects the broader shift towards green economies, where understanding
the environmental impact and fostering social equity become integral to the operational and strategic
roles within the Services sector's PSEs.
It is evident that as middle managers progress from LMM to SMM, there is a notable shift from
foundational competencies toward strategic and process-oriented skills. This transition underscores
the evolving nature of managerial roles and the diverse skill sets required to fulfill them effectively.

5.3.2. Existing level of professional skills and expertise

A deep dive into the Services sector skill acquisition trends delineates a sector adapting to the digital and
sustainable imperatives of the contemporary age and reflects a differentiated skills acquisition strategy
across various management levels. The study specifically collected information from the respondents to
list several skills where they typically excel in their assigned work duties to assess the present degree of
proficiency of middle managers across multiple skills. The table below demonstrates how adept middle
managers in the Services sector are at negotiating and how confident they are in comprehending the
most recent industry advancements.

X Table 5.7. Top 10 Technical Skills acquired by middle management from various sources in the
Services PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=21) (N= 71) (N= 17)

1 Sectoral 23.8% Financial 18.3% Problem-Solving 23.5%

Knowledge, Management & Critical
Information & - Accounting, Thinking
Adaptation Auditing

2 Engineering 14.3% Planning & 15.5% Communication 17.6%

(Knowledge, skills, Detailed &
training) Project Report Administration

3 Knowledge of Regulatory 12.7% Data Analysis &

Processes for Issues Analytics
Training

4 O&M Business 11.3% Engineering

Development (Knowledge,
& Customer skills, training)
Orientation

5 Project Data Analysis Knowledge of

Management & Analytics Processes for
Training

6 Security Knowledge of O&M -

(Integrated, Processes for Document
Cyber, Asset Training Control
Management, (Drafting,
Data, Control & Maintenance,
Monitoring, Management
Surveillance, Systems,
Safety) Software, Tools,
Design, Analysis,
Control)
 X Findings on the Services sector 135

7 Basic & Advanced 9.5% Market 11.3% Soft Skills, 17.6%

Computer Skills Intelligence, Negotiation
- Analysis, Analysis & Skills,
Business Sales Behavioural
Application Techniques Skills
Programming

8 Data Analysis & O&M Basic & 11.8%

Analytics - Document Advanced
Control Computer Skills
(Drafting, - Analysis,
Maintenance, Business
Management Application
Systems, Programming
Software,
Tools, Design,
Analysis,
Control)

9 Financial Soft Skills, Contract

Management Negotiation Management
- Accounting, Skills,
Auditing Behavioural
Skills

10 O&M - Document Basic & 9.9% Innovation

Control (Drafting, Advanced
Maintenance, Computer
Management Skills
Systems, Software, - Analysis,
Tools, Design, Business
Analysis, Control) Application
Programming

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Sectoral knowledge as a foundation: The LMM cohort's acquisition of sectoral knowledge underscores
a foundational requirement for managers to adapt to the rapid integration of green practices and IT
systems.

X Financial and analytical acumen: The emphasis on financial management skills among MMMs aligns
with the necessity for precise allocation and oversight of funds, which are critical when channelling
investments into sustainable projects and equitable programmes.

X Cultivating strategic problem-solvers: SMMs' prioritization of problem-solving skills indicates the

intentional cultivation of leaders capable of navigating complex challenges, particularly those arising
from the intersection of IT-enabled processes and sustainability.

X Technical and operational expertise: The significant focus on engineering and O&M skills at the LMM
and SMM levels points to a strategic acquisition of technical know-how to support the adoption and
maintenance of green technologies.

X Soft skills for inclusive engagement: The acquisition of soft skills, including negotiation and
behavioural skills, particularly noted at the SMM level, indicates an effort to foster inclusive and
effective stakeholder engagement, a key component of just skill frameworks.

X Digital proficiency for modern challenges: The Services sector's PSEs demonstrate an acute awareness
of the need for digital proficiency, as evidenced by the SMMs focusing on advanced computer skills.
This represents a targeted upskilling to leverage digital solutions for sustainable development
challenges.
136 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Evolution of skills with managerial ascension: The shift from foundational to strategic skill acquisition
as managers rise from LMM to SMM stages in the Services sector reflects a tailored approach to
professional development, ensuring that each level is equipped with the relevant competencies for
their specific responsibilities.

X Innovation in skill application: The SMMs acquiring skills in innovation emphasizes the Services
sector’s push for novel solutions to enhance sustainability and equity, suggesting a forward-thinking
approach to skills training.

X Differentiated yet cohesive skill sets: Across management levels, there's a clear delineation in
skill acquisition priorities, from sectoral and financial management at the lower and middle levels
to strategic problem-solving and innovation at senior levels, forming a cohesive strategy towards
building a resilient and adaptable management workforce.

The findings highlight a set of Service sector’s PSEs actively aligning their skills acquisition strategies
with the dual imperatives of sustainability and digital transformation. This reflects an overarching
commitment to equipping its middle management with a comprehensive, future-oriented skill set. The
focus extends beyond mere technical competencies, embracing a broader vision where green and just
skills are interwoven into the professional development fabric of the Services sector's PSEs.

5.3.3. Opportunities for application of acquired skills

This section highlights the extent to which middle managers in the Services sector's PSEs are afforded
opportunities to apply generic and specialized skills, including those focused on sustainability and
social justice—referred to herein as green and just skills. The data, derived from a survey of managers
across three management levels—LMM, MMM, and SMM—the data illustrates a landscape where digital
proficiency, operational knowledge, and strategic training are essential to organizational success. These
skills are necessary for maintaining the infrastructure that supports sustainable services, with a notable
emphasis from the SMM cohort.
 X Findings on the Services sector 137

X Table 5.8. Opportunities for the application of top 10 Generic Skills in the Services PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=17) (N= 61) (N= 15)

1 Basic Computer 35.3% Basic & 9.8% Engineering 13.3%

Skills & Digital Advanced (Knowledge, skills,
Communication Computer Skills training)
- Analysis,
2 Knowledge of 11.8% Business Knowledge of
Processes for Application Processes for
Training Programming, Training
Data Analysis &
Analytics

3 Planning & Knowledge of 8.2% O&M - Document

Detailed Project Processes for Control (Drafting,
Report Training Maintenance,
O&M - Management
Document Systems,
Control Software, Tools,
(Drafting, Design, Analysis,
Maintenance, Control)
Management
4 Basic & Advanced 5.9% Systems, Regulatory Issues
Computer Skills Software, Tools,
- Analysis, Design,
Business Analysis,
Application Control)
Programming

5 Data Analysis & Basic Computer 4.9% Soft Skills,

Analytics Skills & Digital Negotiation Skills,
Communication Behavioural Skills

6 Electronic Circuit Contract Basic & Advanced 6.7%

Design Management Computer Skills
-3D Designing,
Modelling &
Analysis, CAD,
AutoCAD

7 Engineering Market O&M

(Knowledge, skills, Intelligence,
training) Analysis & Sales
Techniques

8 Equipment Design Communication 3.3% Planning &

& Detailed Project
Administration Report

9 O&M - Document Equipment Sectoral

Control (Drafting, Design Knowledge,
Maintenance, Information &
Management Adaptation
Systems,
Software, Tools,
Design, Analysis,
Control)

10 Problem-Solving & Financial Team

Critical Thinking Management- Management
Budgeting

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.
138 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Delving into the opportunities for green and just skills application, the study finds that some related skills
may be construed as applying these skills (although to a limited extent). For instance, while problem-
solving and critical thinking were not explicitly classified under green and just skills, their application
is essential for navigating the complexities of sustainable and equitable service delivery. Similarly, the
skill in financial management-budgeting, as reported by MMM managers, reflects a certain degree of
understanding within the PSEs for allocating resources to green and just projects.
The data suggests some application of generic skills across all middle management levels, with a
nuanced difference in the application of more specialized skills. There is an observable trend towards
data analytics and strategic planning in the MMM cohort, reflecting the complexity of integrating green
and just principles into day-to-day operations. However, the opportunity to apply these specialized skills
appears less accessible to LMM and SMM cohorts, indicating a potential gap in the engagement with
sustainable practices at different managerial levels.

5.3.4. Perceived skilling needs for job roles and responsibilities

This section provides insights into the perceived technical skill gaps among middle managers in the
Services sector's PSEs, as identified by the managers. These insights are critical to tailoring future
training programmes that fill current skill voids and foster an environment where green and just skills
can flourish, driving the sector towards sustainable and equitable practices. The data was collected by
surveying middle managers across three management levels (LMM, MMM, SMM) with each cohort. The
respondents were asked to identify technical skill gaps they perceived in their professional roles.

X Table 5.9. Perceived gaps in the top 10 Technical Skills in the Services PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=16) (N= 59) (N= 15)

1 Basic & Advanced 25.0% Knowledge of 22.0% Problem-Solving 26.7%

Computer Skills Processes for & Critical
- Analysis, Business Training Thinking
Application
Programming

2 Knowledge of 18.8% Communication 15.3% Soft Skills,

Processes for & Administration Negotiation
Training Skills,
Behavioural Skills

3 Market O&M - Document Contract 20%

Intelligence, Control (Drafting, Management
Analysis & Sales Maintenance,
Techniques Management
Systems,
Software, Tools,
Design, Analysis,
Control)

4 Sectoral Sectoral Knowledge of

Knowledge, Knowledge, Processes for
Information & Information & Training
Adaptation Adaptation

5 Basic Computer 12.5% Financial 13.6% Quality

Skills & Digital Management Improvement
Communication - Accounting,
Auditing
 X Findings on the Services sector 139

6 Data Analysis & 12.5% Planning & 13.6% Sectoral 20%

Analytics Detailed Project Knowledge,
Report Information &
Adaptation

7 Planning & Regulatory Issues 11.9% Planning & 13.3%

Detailed Project Detailed Project
Report Report

8 Project Soft Skills, Productivity & 13.3%

Management Negotiation Efficiency
Skills,
Behavioural Skills

9 Security Basic & Advanced 10.2% Basic Computer 6.7%

(Integrated, Cyber, Computer Skills Skills & Digital
Asset - Analysis,
Management, Business
Data, Control & Application
Monitoring, Programming
Surveillance,
Safety)

10 Soft Skills, Team Battery Energy

Negotiation Skills, Management Storage Systems,
Behavioural Skills Carbon Capture,
Emission
Reduction

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X Basic and advanced computer skills: One-fourth of LMM respondents reported a clear need for
improved computer literacy, suggesting that while digital tools are available, the proficiency to use
them to their full potential, particularly for sustainable initiatives, is lacking.

X Knowledge of training processes: MMM managers indicate a gap in understanding how to train teams
effectively, which is essential for disseminating green and just practices throughout an organization.

With regard to the LMM and MMM cohorts, the NSQF predictor for technical skills for LMMs also
indicates that managers at this level need to be highly skilled in understanding training and processes.
The difficulties that some of these managers at LMM may be having right now in carrying out their job
responsibilities are also reflected in their perceived skill gap, for example, in market intelligence, analysis
and techniques to promote sales (as seen in the above table). It also serves as a guide to realign the
thematic focus of the current skill development and training initiatives in India's PSEs in the Services
sector.
X Problem-solving and critical thinking: More than one-fourth of SMM respondents highlighted these
skills as fundamental to navigating the complexities of implementing sustainable and equitable
solutions within the PSEs.

Importantly, across all levels, there is a consensus that training in process knowledge is a significant gap,
indicating a systemic issue that could hinder the application of green and just skills. Additionally, the SMM
cohort noted soft skills, such as negotiation and behavioural skills, as areas for improvement. This could
affect the managers' ability to lead by example in ethical and sustainable practices.
Regarding implications for green and just skills, the skill gaps identified by the SMM cohort, particularly
in problem-solving, critical thinking, and soft skills, are directly relevant to applying green and just
skills. These competencies are crucial for identifying, advocating for, and implementing sustainable and
equitable policies and practices within the PSEs.
140 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X 5.4. Generic skills

In the ever-evolving environment of India's PSEs within the Services sector, middle managers play a
pivotal role in driving organizational success. Success in this domain relies on diverse functional skills
aligned with credit and skill qualification frameworks. Professionals possessing these skills must be
adept at adapting to the industry's dynamic requirements, anticipate exercising informed decision-
making, and significantly contribute to the growth of their respective companies.
This section outlines the classification of essential generic skills (referred to interchangeably as functional
skills) necessary for middle managers in PSEs within the Services sector. This includes an analysis of their
existing skill set, acquired through diverse training and skill development initiatives, a depiction of how
these skills are applied, and an evaluation of managers' identified needs for further skill enhancement.
The section concludes with an overview of the training requirements and planned interventions for job
readiness related to general functional skills.

5.4.1. Essential generic skills for current roles

The evolution of generic (to functional) skills across managerial levels in the Services sector's PSEs
underscores the strategic imperative of fostering a green and just leadership pipeline. This analysis,
presented based on the survey data, delineates essential and critical generic skills perceived as necessary
by middle managers at different tiers within the sector. The survey's findings illuminate a pronounced
emphasis on HR (soft skills) across all managerial strata, signifying an industry-wide recognition of the
pivotal role these skills play in fostering a collaborative workforce. The pre-eminence of HR soft skills—
team management, boundary management, and negotiation—is particularly pronounced among LMMs.
 X Findings on the Services sector 141

X Table 5.10. Top 10 desired essential and critical Generic Skills in the Services PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=30) (N= 73) (N= 18)
1 HR (Soft Skills) 56.7% HR (Soft Skills) 43.8% HR (Soft Skills) 61.1%
- Team - Team - Team
Management, Management, Management,
Boundary Boundary Boundary
Management, Management, Management,
Negotiation Skills Negotiation Skills Negotiation Skills

2 HR (Operations) 26.7% Communication 28.8% Leadership 33.3%

3 Client 20% Project 27.4% Project 33.3%

Management, Management Management
Relationship
Management

4 Project 20% Leadership 21.9% Communication 27.8%

Management

5 Data Analysis & 16.7% HR (Operations) 19.2% HR (Operations) 27.8%

Analytics

6 Communication 13.3% Team Management 16.4% Team 22.2%

Management

7 Team 13.3% Computer Skills 15.1% Client 16.7%

Management - Advanced Management,
Relationship
Management

8 Technical 13.3% Financial 13.7% Financial 16.7%

Services Management Management
- Accounting & - Project
Auditing Budgeting

9 Computer Skills 10% Problem-Solving & 13.7% Inter- 16.7%

- Advanced Critical Thinking Departmental
Cooperation

10 Health, Safety & 10% Client Management, 9.6% Problem-Solving 16.7%

Environment Relationship & Critical
Management, Thinking
Quality Control,
Assurance &
Standards

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

Regarding specific functional skills across managerial tiers within middle management, the LMMs tend to
focus more on skills related to operational proficiency, such as advanced computer proficiency and data
analysis, which are foundational for driving operational efficiencies within 'green' paradigms. Further,
a small portion of respondents emphasizing HSE skills reflects a nascent understanding of these skills'
integral role in sustainable operations.
For the MMM, skills are more critical in the realm of growth facilitation. For instance, emphasizing business
development skills, the MMMs transition to focusing on project management and leadership skills, which
are crucial for steering business units toward sustainable growth and client satisfaction. Additionally,
with an eye on quality assurance standards, MMMs are beginning to acknowledge the importance of
gearing towards implementing processes that align with global green and just benchmarks.
142 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

For SMMs, the essential skills are more in the context of enabling them for strategic integration. With
an emphasis on leadership, SMMs appear to realize their roles as the standard-bearers of green and
just principles, translating strategic visions into actionable policies. Skills in fostering inter-departmental
cooperation, noted by 16.7 per cent of SMMs, reflect the importance of skills for inter-departmental
synergies and collaborative strategies to achieve holistic sustainability goals.
The stratification of skills across levels indicates a realization of the progressive building of capabilities
from operational efficiency at the LMM level to strategic sustainability leadership at the SMM level. The
accent on communication across tiers serves as a testament to the sector's recognition of the role of
effective dialogue in managing client expectations and driving sustainable initiatives.

5.4.2. Existing level of generic skills and expertise

This section provides an analysis of the existing generic functional skills among middle managers in
the Services sector PSEs. The analysis is based on a comprehensive assessment of skills acquired from
a multitude of training sources and the implications for sustainable and equitable service delivery. The
findings have yielded a rich dataset that underpins this strategic analysis.

X Table 5.11. Top 10 Generic Skills acquired from various sources in the Services PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=30) (N= 78) (N= 14)

1 HR (Soft Skills) 43.3% HR (Soft Skills) 37.2% Project 42.9%

- Team - Team Management
Management, Management,
Boundary Boundary
Management, Management,
Negotiation Skills Negotiation
Skills

2 Health, Safety & 23.3% Computer Skills 20.5% Communication 35.7%

Environment - Advanced

3 Project 23.3% Financial 17.9% Contract 35.7%

Management Management Management
- Accounting &
Auditing

4 HR (Operations) 20% HR 17.9% Health, Safety & 28.6%

(Operations) Environment

5 Computer Skills 16.7% Communication 16.7% HR (Operations) 28.6%

- Advanced

6 Communication 13.3% Project 15.4% HR (Soft Skills) 28.6%

Management - Team
Management,
Boundary
Management,
Negotiation Skills

7 Financial 13.3% Financial 12.8% Leadership 21.4%

Management Management
- Accounting & - Project
Auditing Budgeting

8 Financial 13.3% Health, Safety 12.8% Mentoring 21.4%

Management & Environment
- Project
Budgeting
 X Findings on the Services sector 143

9 Operations & 13.3% Quality Control, 10.3% Data Analysis & 14.3%
Maintenance Assurance & Analytics,
Standards Regulatory
Issues,
10 Team 13.3% Client 9% Team
Management Management, Management
Relationship
Management

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

X LMM - operational efficiency and safety: The LMMs exhibit a strong foundation in HR soft skills,
having acquired competencies in team and boundary management and negotiation skills. This
reflects a training orientation geared towards people management and conflict resolution—crucial
for fostering a green and just workplace culture. Significantly, LMMs have also honed skills in HSE,
indicating a precise alignment with sustainability and employee well-being agendas.

X MMM - technological savvy and financial acumen: MMMs, while sharing the HR soft skills, emphasize
demonstrating a greater propensity towards advanced computer skills and financial management.
This skill distribution underscores a middle-tier managerial focus on integrating technological and
financial expertise to enhance operational efficiency and drive business decisions within sustainability
and ethical governance frameworks.

X SMM - strategic leadership and communication: SMMs prioritize project management skills (42.9
per cent) alongside communication (35.7 per cent), showcasing a strategic approach to executing
initiatives that likely include green and just objectives. The presence of contract management skills
among SMMs suggests a readiness to engage in and oversee agreements that could incorporate
sustainability clauses, demonstrating an overarching commitment to ethical business practices.

The data reveals some alignment of middle managers' skills with the imperatives of sustainable and
equitable management. Across all managerial levels, the integration of green and just skills is indirectly
evidenced by the common importance placed on HR operations, communication, and HSE. These
skills are critical for promoting workplace safety, environmental stewardship, and ensuring business

X Table 5.12. Typology of top 10 Generic Skills where the middle management excels in their job roles
in the Services PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=19) (N= 60) (N= 17)

1 HR (Soft Skills) 52.6% HR (Soft Skills) 43.3% HR (Soft Skills) 64.7%

- Team - Team - Team
Management, Management, Management,
Boundary Boundary Boundary
Management, Management, Management,
Negotiation Negotiation Negotiation Skills
Skills Skills

2 Computer Skills 21.1% Communication 23.3% HR (Operations) 23.5%

- Advanced

3 HR 21.1% HR (Operations) 18.3% Project

(Operations) Management
144 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=19) (N= 60) (N= 17)

4 Project 21.1% Leadership 18.3% Client 17.6%

Management Management,
Relationship
Management,

5 Communication 15.8% Project 15.4% Data Analysis &

Management Analytics

6 Data Analysis & Computer Skills 16.7% Problem-Solving

Analytics - Advanced & Critical Thinking

7 Team Financial 15% Administration 11.8%

Management Management
- Accounting &
Auditing

8 Client 10.5% Client 11.7% Communication

Management, Management,
Relationship Relationship
Management Management

9 Contract 5.3% Problem-Solving Contract

Management, & Critical Management
Designing, Thinking
Financial
10 Management Data Analysis & 10% Quality Control,
- Accounting & Analytics Assurance &
Auditing, Standards
SAP-ERP,
Technical
Services

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

The typology of skills where middle management excels in the Service Sector PSEs reveals a significant
endorsement of HR soft skills, with 52.6 per cent of LMM, 43.3 per cent of MMM, and an impressive 64.7
per cent of SMM indicating proficiency in team management, boundary management, and negotiation
skills. This consensus across tiers underscores a corporate culture that champions interpersonal efficacy
and ethical leadership—qualities integral to fostering green and just practices.
X Relative strengths in skill proficiency - operational and technical capabilities among LMMs: This
cohort demonstrates strong technical abilities, excelling in advanced computer skills and similar HR
operations. Their adeptness in project management signifies a readiness to integrate sustainability
into project cycles from the ground up, ensuring that operational workflows are congruent with eco-
friendly and equitable standards.

X MMM as communicative strategists: The MMMs highlight communication as a forte, a skill critical
to articulating and advancing sustainability initiatives within and beyond organizational boundaries.
Their proficiency in leadership and financial management indicates a drive to align business
growth with sustainable financial practices, reflecting a nuanced understanding of 'just' economic
principles.

X SMM as strategic visionaries: The SMMs, with their pronounced ability in project management (23.5
per cent) and client management (17.6 per cent), are well-positioned to champion sustainability in
service delivery, ensuring client engagements are managed with a focus on long-term environmental
 X Findings on the Services sector 145

and social impact. Their skills in data analysis (17.6 per cent) and problem-solving provide them with
the acumen to tackle complex sustainability challenges with informed and innovative solutions.

The LMMs (pertaining to NSQF levels 4.5-5 & 5.5-6) excel in computer skills, financial management and
technical skills. On the other hand, the SMMs excel in quality control and improvement.

X Box 5.2. The social dimension of sustainability

Across all tiers, the persistent focus on HR soft skills is emblematic of a sector increasingly
conscious of the social dimension of sustainability—recognizing that 'just' practices are
predicated on the ability to manage and motivate teams in alignment with broader societal goals.
The management of HSE, notably significant for SMMs (28.6 per cent), reflects a commitment to
operationalizing safety and environmental stewardship as cornerstones of ethical management.

5.4.3. Opportunities for application of acquired generic skills

Examining the chances for skill application among middle managers in India's Services sector's PSEs
unveils detailed insights into their developmental requirements and the practical utilization of their
skills within the framework of the NSQF and their current job responsibilities. The findings are based on
responses from LMM, MMM, and SMM.
146 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Table 5.13. Opportunities for the application of top 10 Generic Skills in the Services PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=17) (N= 53) (N= 10)

1 HR (Soft Skills) 35.3% HR (Soft Skills) 32.1% HR (Soft Skills) 40%

- Team - Team - Team
Management, Management, Management,
Boundary Boundary Boundary
Management, Management, Management,
Negotiation Skills Negotiation Skills Negotiation
Skills

2 Computer Skills 23.5% Communication 22.6% Data Analysis & 20%

- Advanced Analytics

3 Team 17.6% Project 20.8% HR

Management Management (Operations)

4 HR (Operations) 11.8% Computer Skills 13.2% Problem-

- Advanced Solving &
Critical
Thinking

5 Operations & Financial 11.3% Team

Maintenance Management Management
- Accounting &
Auditing

6 Project HR (Operations) Client 10%

Management Management,
Relationship
7 Business 5.9% Problem-Solving Management,
Development & Critical Computer Skills
- Bid Writing, Thinking – Advanced,
Proposals, New Conflict
8 Opportunities Leadership 9.4% Resolution,
Client Contract
9 Management, Client 7.5%
Management,
Relationship Management,
Inter-
Management, Relationship
Departmental
Communication, Management
Cooperation,
Contract Leadership,
10 Management, Quality Control, 7.5%
Project
Data Analysis & Assurance &
Management,
Analytics, Standards
Regulatory
Financial Issues
Management
- Accounting &
Auditing,
Problem-Solving
& Critical
Thinking,
SAP-ERP,
Sustainability

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.
 X Findings on the Services sector 147

Some key insights on application opportunities for generic skills and their alignment with the principles
of green and just transition within the sector are:
X HR soft skills: LMMs report applying skills in the team’s boundary management and negotiations,
indicative of an organizational focus on fostering a supportive and collaborative workforce—a
foundational aspect of the 'just' transition.

X Technical acumen: LMMs are adept in advanced computer skills, and there is some emphasis
on technological literacy, which is crucial for driving operational efficiencies in alignment with
environmental sustainability.

X Effective communication: MMMs apply communication skills essential for engaging stakeholders,
leading teams toward sustainability objectives, and showcasing the sector's commitment to
transparency and stakeholder engagement.

X Project management: MMMs frequently utilize project management skills, which suggests the
strategic approach of the Services sector's PSEs to embedding sustainable practices into project
lifecycles.

X Green skills integration: SMMs, with a notable proficiency in HR soft skills, demonstrate a capacity to
lead teams with empathy and foresight, aligning with the core tenets of a just transition.

X Analytical and problem-solving prowess: The application of data analysis (20 per cent) and critical
thinking (20 per cent) by SMMs underscores a data-driven approach to solving sustainability
challenges.

The survey data reveal some indirect pointers of skills application that support a green and just transition
within India's Service sector's PSEs. The LMMs report fewer opportunities (5.9 per cent) to apply
specialized skills like sustainability and SAP-ERP; this points to a potential area for growth, underscoring
the need to increase capacity-building efforts for environmental management systems and green
procurement practices. For SMMs, skills in inter-departmental cooperation and leadership (10 per cent)
are crucial in breaking silos, fostering collaborative efforts for sustainable outcomes, and ensuring
that the principles of justice are woven into the fabric of organizational practice. A handful of middle
managers in the service PSEs stated that the ability to manage client relationships and provide quality
control is geared towards sustainable and equitable service delivery models.

5.4.4. Perceived skilling needs

The paradigm shift towards a green and just economy necessitates a competent workforce, particularly
in the middle management strata of PSEs within India's service sector. This section report delineates
the perceived skill gaps, as voiced by the managers themselves, and extrapolates their implications
for sustainability and equitable workplace transitions. In interpreting the above findings, it may be
important to note the small sample size, particularly among the LMM (17) and SMMs (15) compared to
55 MMM respondents for this survey question. These gaps represent the disparity between the skills
currently possessed by managers and the skills required for effectively executing their roles.
148 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Table 5.14. Perceived gaps in the top 10 Generic Skills in the Services PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=17) (N= 55) (N= 14)

1 Communication 29.4% HR (Soft Skills) 38.2% HR (Soft Skills) 42.9%

- Team - Team
Management, Management,
Boundary Boundary
Management, Management,
Negotiation Negotiation
Skills Skills

2 HR (Soft Skills) 29.4% Communication 29.1% HR (Operations) 28.6%

- Team
Management,
Boundary
Management,
Negotiation Skills

3 HR (Operations) 17.6% Computer Skills 18.2% Client 21.4%

- Advanced Management,
Relationship
Management

4 Client Management, 11.8% Leadership Communication

Relationship
Management

5 Computer Skills Problem- Problem-Solving

- Advanced Solving & & Critical
Critical Thinking
Thinking

6 Data Analysis & Project 16.4% Project

Analytics Management Management

7 Financial Client 12.7% Business 14.3%

Management Management, Development
- Accounting & Relationship - Bid Writing,
Auditing Management Proposals, New
Opportunities

8 Project Management HR Computer Skills

(Operations) - Advanced

9 Sectoral Awareness Team Leadership

Management

10 Artificial Intelligence, 5.9% Financial 9.1% Conflict 7.1%

Business Management Resolution,
Development - Bid - Accounting & Contract
Writing, Proposals, Auditing Management,
New Opportunities, Operations &
Conflict Resolution, Maintenance,
Contract Sectoral
Management, Awareness,
Leadership, Team
Quality Control, Management
Assurance &
Standards,
Sustainability

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.
 X Findings on the Services sector 149

The LMMs reported a gap in communication skills, suggesting potential challenges in fostering a
collaborative ethos crucial for sustainable practices. Equally, LMMs perceive a lack of HR soft skills.
This gap underscores the need for enhanced team dynamics and ethical management training—core
components of the 'just' transition. With gaps in advanced computer skills and data analytics, LMMs
may face hurdles in leveraging technology for eco-efficient operations and data-informed sustainability
strategies.
For the MMMs, the gap in leadership and communication skills indicates a disconnect in driving forward
the sustainability agenda and engaging with diverse stakeholders. A significant number of MMMs report
a shortfall in HR soft skills, which are pivotal for nurturing a workforce aligned with sustainable and
equitable business practices.
There is a gap among the SMMs in HR soft skills and operations. This deficit may impact their ability to
oversee sustainable organizational change and instill a culture of social responsibility. Moreover, with
21.4 per cent indicating gaps in client and project management, there is a clear need for SMMs to develop
skills that ensure sustainability considerations are integral to client relations and project execution.
The skill gaps expressed by LMMs, MMMs, and SMMs present critical insights into the areas where PSEs
must focus to support a green and just transition. The need for enhanced sustainability knowledge
implicitly reflects the LMMs' gaps in sectoral awareness and explicit sustainability skills. The MMMs'
and SMMs' reported deficiencies in inter-departmental cooperation and leadership suggest potential
barriers to implementing holistic and integrated sustainable practices.

X 5.5. Aptitude, mindset, and soft skills

5.5.1. Essential aptitude, mindset, and soft skills for current roles
This section synthesizes the essential behavioural skills identified by middle managers across varying
levels in India’s service sector PSEs, exploring their implications for fostering a green and just transition.
Drawing on the survey data, the analysis reveals a shared recognition of the criticality of specific core
competencies in driving sustainable and equitable practices.
The LMMs prioritize communication (34.6 per cent) and team management (34.6 per cent) as pivotal
skills. Time management and understanding and supportiveness (26.9 per cent) also emerge as crucial,
indicating a focus on operational efficiency and empathetic leadership—attributes that underpin the
ethical dimensions of sustainability.
Notably, the MMMs also echo the importance of communication (38.0 per cent), with an equivalent
emphasis on understanding and supportiveness. The value placed on team management and conflict
resolution signals an acute awareness of the need for collaborative and adaptive leadership in
transitioning to sustainable practices.
For SMMs, communication stands out as paramount, coupled with a significant emphasis on
understanding and supportiveness. These skills, along with accountability and ownership (align closely
with sustainability leadership, underscoring the role of SMMs in championing ethical conduct and
responsible business practices.
150 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Table 5.15. Top 10 desired essential and critical Behavioural Skills in the Services PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=26) (N= 71) (N= 17)

1 Communication 34.6% Communication 38% Communication 64.7%

2 Team Understanding and Understanding 58.8%

Management Supportive and Supportive

3 Time 26.9% Team Management 25.4% Accountability 29.4%

Management and Ownership

4 Understanding 26.9% Time Management 23.9% Team

and Supportive Management

5 Emotional 15.4% Conflict Resolution 22.5% Time

Intelligence Management

6 Leadership Problem-Solving & Conflict 23.5%

Critical Thinking Resolution

7 Conflict 11.5% Emotional 18.3% Interpersonal 17.6%

Resolution, Intelligence & Gender
Coordination Sensitivity
and Relations,
8 Interpersonal & Leadership Positive
Gender Attitude &
Sensitivity, Motivation
Problem-
9 Solving & Management Work-life
Critical Balance
Thinking,
10 Decision-making 14.1% Adaptability, 11.8%
Work-life
Coordination
Balance
and Relations,
Emotional
Intelligence,
Ethical and
Integrity
Management,
Mentorship

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

The survey data suggests that middle managers across all tiers acknowledge the integral role of
behavioural skills in advancing green and just principles. As noted by SMMs, the quest for work-life
balance reflects a broader understanding of sustainability that encompasses employee well-being
and social equity. The attention to interpersonal and gender sensitivity and ethical integrity indicates a
managerial ethos that values inclusivity and moral responsibility—cornerstones of a just transition. The
SMM's recognition of the need for adaptability in navigating the complexities of sustainability suggests
a readiness to evolve practices in response to environmental imperatives.

5.5.2. Existing level of aptitude, mindset and soft skills, and

expertise
This survey obtained responses on skills that the middle managers have acquired and sought to examine
how these align with the PSEs' current initiatives towards fostering green skills, sustainability, and
equitable transitions within the sector.
 X Findings on the Services sector 151

In terms of acquired skills and sustainability prioritization, the LMMs demonstrate robust acquisition
in team management, a skill that facilitates effective collaboration and is essential for driving collective
sustainability efforts. As reported by LMMs, leadership skills are critical for motivating teams toward green
initiatives. Moreover, learning agility and a supportive approach reflect a commitment to adaptability
and employee engagement, which are crucial for navigating the dynamic landscape of sustainable
practices. The MMMs excel in communication, which is paramount for articulating sustainability policies
and engaging stakeholders in meaningful dialogue. Furthermore, with proficiency in team management
and supportive behaviours, MMMs are well-positioned to nurture a workplace culture that values
sustainability and social responsibility. Time management and work-life balance indicate an awareness
of personal well-being as part of a holistic approach to sustainable working environments. The SMMs
prioritize communication and team management, underscoring senior leaders' role in embedding
sustainability into the corporate ethos. Their focus on time management suggests a strategic approach
to implementing sustainable initiatives efficiently. Mentorship, valued by SMMs, signifies the importance
of cultivating future leaders equipped to sustain the momentum of green transitions.

X Table 5.16. Top 10 Behavioural Skills acquired from various sources in the Services PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=22) (N= 59) (N= 11)

1 Team 36.4% Communication 35.6% Communication 54.5%

Management

2 Leadership 22.7% Team 22% Team 45.5%

Management Management

3 Learning Agility Understanding 20.3% Time Management 36.4%

and Supportive

4 Management Time 16.9% Leadership 27.3%

Management

5 Understanding 18.2% Work-life 15.3% Mentorship

and Supportive Balance

6 Accountability 13.6% Conflict 13.6% Understanding

and Ownership Resolution and Supportive

7 Communication Problem-Solving Positive Attitude & 18.2%

& Critical Motivation
Thinking

8 Coordination and Accountability 11.9% Express to Excel, 9.1%

Relations and Ownership Conflict Resolution,
Coordination and
9 Emotional Emotional Relations,
Intelligence Intelligence Decision-making,
Efficiency and
10 Training and Leadership 10.2% Effectiveness,
Development Innovation and
Creativity,
Learning Agility,
Management,
Negotiation,
Self-awareness,
Training and
Development,
Work-life Balance

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.
152 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

The reported acquisition of behavioural skills also offers valuable insights into the service sector PSEs’
early signs of efforts toward building a green-skilled workforce. The emphasis on team management
across all managerial levels hints at collaborative efforts in sustainability projects. However, there is
a need to integrate specific environmental management training to deepen this skill set. Similarly,
communication skills, crucial for advocating sustainability, appear well-represented. Time management
and work-life balance also resonate with the sector's commitment to sustainable work practices. Finally,
leadership and supportive behaviours indicate an environment that values just transition principles,
promoting inclusivity and equity within the transition to greener business models.
The classification of behavioural skills (as illustrated below) in which middle managers excel in the
Services sector's PSEs provides valuable insights into the qualities and competencies that contribute to
their success.

X Table 5.17. Typology of top 10 Behavioural Skills where middle management excel in their job roles
in the Services PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=17) (N= 58) (N= 14)
1 Communication 29.4% Communication 32.8% Understanding 57.1%
and Supportive
2 Leadership Understanding 27.6% Communication 50%
and Supportive
3 Understanding 23.5% Conflict 20.7% Team 35.7%
and Supportive Resolution Management
4 Conflict 17.6% Leadership 19% Conflict 21.4%
Resolution Resolution
5 Interpersonal & Team Mentorship
Gender Sensitivity Management

6 Time Time Time

Management Management Management
7 Coordination and 11.8% Accountability 15.5% Decision- 14.3%
Relations and Ownership making,
Emotional
8 Goal/result-ori- Problem-Solving
Intelligence,
ented & Critical
Positive Attitude
Thinking
& Motivation,
9 Positive Attitude Emotional 13.8% Problem-Solving
& Motivation Intelligence & Critical
Thinking,
Work-life
10 Team Decision- 12.1% Balance
Management making
Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

Analyzing the self-reported proficiency in behavioural and soft skills across managerial tiers indicates
that LMMs excelling in communication are well-equipped to articulate sustainability objectives effectively.
Leadership skills also emphasize guiding teams through the nuances of sustainable practices. Moreover,
skills in understanding and supportiveness, conflict resolution, and time management further solidify
the role of LMMs in fostering a collaborative environment conducive to sustainable operations. On the
other hand, communication is vital for MMMs, indicating their critical role in stakeholder engagement
for sustainability initiatives. Similarly, leadership and conflict resolution are significant, highlighting the
 X Findings on the Services sector 153

MMMs' role in navigating complex sustainable projects and managing diverse teams with a sense of
ownership. While the SMMs report a high proficiency in understanding and supportiveness, suggesting
a leadership style that prioritizes empathy and inclusivity is essential for a just transition. Effective
communication (50.0 per cent) and team management (35.7 per cent) capabilities indicate a strategic
focus on interdepartmental collaboration and holistic management for sustainability.
Interpreting the alignment of the above with the imperatives of green and just transition within the sector
suggests that the indicated behavioural skills by managers at various levels showcase a commitment to
fostering a workforce adept in sustainability. For instance, LMMs report skills in interpersonal and gender
sensitivity, demonstrating that about one-sixth of LMMs have some understanding of social aspects
crucial to equitable and inclusive sustainability efforts. At the SMM level, a highlight on mentorship and
emotional intelligence (as areas of expertise may also be seen as early signs of service sector PSEs in
India nurturing a future leadership pipeline aware of the ethical and social dimensions of sustainability.

5.5.3. Opportunities for application of acquired aptitude, mindset,

and soft skills
X Table 5.18. Opportunities for the application of top 10 Behavioural Skills in the Services PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=75) (N= 33) (N= 23)
1 Team 30.8% Communication 43.5% Team 50%
Management Management

2 Communication 23.1% Team 23.9% Time 40%

Management Management

3 Coordination Time 21.7% Communication 30%

and Relations Management

4 Leadership 15.4% Problem-Solving 17.4% Positive Attitude 20%

& Critical Thinking & Motivation

5 Mentorship Decision-making 15.2% Conflict 10%

Resolution,
6 Time Emotional Decision-making,
Management Intelligence Learning Agility,
Management,
7 Decision-making 7.7% Understanding
Mentorship,
and Supportive
Problem-Solving
8 Self-awareness Leadership 13.0% & Critical
Thinking,
9 Training and Conflict 10.9% Training and
Development Resolution Development,
Understanding
10 Work-life Coordination and 10.9%
and Supportive
Balance Relations

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.

The research results also provide an overview of the potential utilization of behavioural skills among
middle managers in PSEs across different management tiers, encompassing SMMs, MMMs, and LMMs.
In general, the data suggests a strong consensus among middle managers in the Services sector
regarding the application of communication, time management, and team management skills. Also, it is
encouraging to note that managers find ample opportunities to apply behavioural skills in their routine
jobs.
154 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

The upper rungs of middle management professionals have sufficient opportunities to apply skills such
as problem-solving, decision-making, training and development, coordination among teams, and the
like. When used, these skills can help the organization achieve great heights in a short period.
Lower-level managers have application opportunities for skills like work-life balance, leadership, and
self-awareness. These skills prepare them for the future and higher positions where they need a greater
perspective.

5.5.4. Perceived needs on aptitude, mindset, and soft skills

The findings from the survey suggest that middle managers in the Services sector's PSEs have
opportunities for enhancement in these domains, despite the reported experience—both acquired
and gained—and the chances to apply soft skills such as communication, team management, and
understanding and supportive.

X Table 5.19. Perceived gaps in the top 10 Behavioural Skills in the Services PSEs

Rank LMM MMM SMM

Skill type Per cent of Skill type Per cent of Skill type Per cent of
respondents respondents respondents
(N=14) (N= 54) (N= 12)
1 Communication 21.4% Communication 33.3% Communication 50%

2 Emotional Understanding 27.8% Ethical and 25%

Intelligence and Supportive Integrity

3 Problem-Solving Team 25.9% Problem-Solving 25%

& Critical Management & Critical
Thinking Thinking

4 Team Time 18.5% Accountability 16.7%

Management Management and Ownership

5 Coordination 14.3% Emotional 16.7% Emotional

and Relations Intelligence Intelligence

6 Decision-making Leadership Learning Agility

7 Interpersonal & Problem- Management

Gender Solving &
Sensitivity Critical Thinking

8 Learning Agility Work-life Team

Balance Management

9 Management Conflict 13% Understanding

Resolution and Supportive

10 Time Decision- 11.1% Conflict 8.3%

Management making Resolution,
Coordination
and Relations,
Decision-making,
Innovation and
Creativity,
Mentorship,
Resilience,
Time
Management,
Work-life
Balance

Note: For any given middle management sub-cohort (LMM/MMM/SMM), different skills in a row having the same value
have been ranked at the same level. The percentage shows the number of respondents against each of these equally
ranked skills.
 X Findings on the Services sector 155

Communication is deemed the most important behavioural skill by managers, and they have enough
opportunities to learn and use it in their day-to-day jobs. However, managers across all NSQF levels
unanimously feel the most prominent skill gap in this area only. It points towards an even greater
relevance of the skills in the sector and the need to include more and more communication modules in
the training programmes. Other areas that the managers feel are lacking are team management and
time management. Both of these are essential to perform the tasks effectively and efficiently. Managers
need to learn to manage their time well to perform better without getting burnt out.
The SMMs feel a huge skill gap in ethics, integrity, resilience, and accountability for their work. They
should be trained in the techniques to improve in these domains and the importance of an ethical
personality. Also, a new incentive system might be introduced that holds the managers accountable for
the quality of their work and rewards them accordingly.

X 5.6. Emerging perspectives for skilling the middle

managers in the Services sector's PSEs

The survey data offers extensive insight into the professional competencies, existing skill levels,
application opportunities, perceived skill gaps, and essential behavioural skills of middle managers in
the Services sector's PSEs in India. These findings are crucial in delineating an aggregate view of skills
gaps and formulating strategic initiatives to make middle management future-fit in the context of green
skills, sustainability, AI, and skills for just transition.

5.6.1. Skills gaps: An aggregate view

Theoretical skills:
1. Theoretical skills like sectoral knowledge and adaptability are essential at the LMM level, strongly
emphasizing environmental trends and sustainable practices. Financial management emerges as a key
skill for MMMs and is vital for resource allocation to environmentally sound projects. SMMs prioritize
training processes, indicating a focus on human capital development and awareness of sustainable
practices. Existing skills, however, show a concentration on O&M - document control across managerial
levels. This indicates a strong foundation in operational sustainability but a potential gap in forward-
looking environmental management and strategic sustainability.
2. Application opportunities for LMMs appear to concentrate on basic computer skills and digital
communication. At the same time, MMMs and SMMs apply skills in more strategic areas like data
analytics and project management. This suggests a trajectory from operational execution towards
strategic oversight concerning sustainability.
3. In terms of alignment with the NSQF and the National Qualifications Framework, the NSQF emphasizes
a competency-based approach that integrates theoretical knowledge with practical skills. The gaps
between essential and existing theoretical skills suggest the need for a shift in training programmes
to bridge this divide, aligning with NSQF guidelines to ensure middle managers are equipped with a
holistic understanding of their sector within a sustainability context.

Generic (functional) skills:

4. Communication and HR soft skills are identified as essential across all levels, indicating the need for
cohesive teamwork and stakeholder engagement in a sustainable framework. However, existing
skill levels suggest that while there is proficiency in soft skills, there is room for growth in areas like
HSE, especially for LMMs, which is critical for fostering a sustainable work culture.
156 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

5. LMMs have clear opportunities to apply digital skills, reflecting the sector's digital transformation.
However, using specialized skills such as sustainability is less evident, indicating a gap in engagement
with sustainable practices at different managerial levels.
6. The identified gaps in functional skills highlight the need for continuous learning and credit
accumulation, as advocated by the National Credit Framework, to ensure that managers acquire and
apply new skills progressively.

Behavioural-aptitude and soft skills:

7. Behavioural skills like leadership, understanding and supportiveness, and team management
are crucial for middle managers to foster a green and just culture. However, perceived gaps in
communication and HR operations point to areas that need enhancement for managers to lead
sustainable organizational change effectively.
8. The SMMs report a high proficiency in applying HR soft skills, suggesting an ability to lead teams with
empathy and foresight in alignment with the principles of a just transition. However, the opportunity
to apply these skills in green and sustainability-focused areas may require further development.
9. Given the NSQF's focus on integrating vocational and general education, the need to enhance
behavioural skills is critical. The framework's emphasis on vertical and horizontal mobility in learning
pathways suggests that managers should continuously develop soft skills in parallel with technical and
functional skills to remain effective in their evolving roles.

5.6.2. Making the middle management future-fit: Skills for the new
normal
Across all levels, a clear trajectory is from foundational environmental awareness to strategic
sustainability leadership. The progression reflects a broader shift towards green economies, where
understanding the environmental impact and fostering social equity become integral to operational
and strategic roles within PSEs. Deepening these initiatives would warrant some of the following efforts.
1. Skilling for green and just transition: Middle managers need to develop competencies supporting
green and just transition principles. This includes a systemic understanding of sustainability, ethical
management, and social responsibility. Skills like problem-solving, critical thinking, and effective
stakeholder engagement are directly relevant to implementing sustainable policies.
2. Digital transformation and AI skills: Improved computer literacy and data analytics are needed to
leverage technology for sustainable initiatives. AI skills are also becoming increasingly significant as
they can contribute to efficiency and innovative solutions for environmental management.
3. Skilling for holistic and integrated sustainable practices: Inter-departmental cooperation and
leadership are essential for breaking silos and fostering collaborative efforts for sustainable outcomes.
Training should focus on enhancing these skills to ensure that sustainability considerations are integral
to all aspects of business operations.
4. Capacity-building for environmental management systems and green procurement practices:
While building capacities on foundational skills like sectoral knowledge and safety, there must be an
increased focus on capacity-building for environmental management systems and green procurement
practices. Tailored training programmes must address these gaps to support a workforce adept at
driving sustainable and equitable practices.
In conclusion, aligning skill acquisition strategies with sustainability and digital imperatives is vital. The
focus should extend beyond technical competencies, embracing a broader vision where green and just
skills are interwoven into the professional development fabric of the Services sector's PSEs. The approach
must be holistic, ensuring that each middle managerial level within the Services sector's PSEs is equipped
with relevant competencies to fulfill their responsibilities effectively in a dynamic, green economy.
 X The road ahead 157

6. The road ahead

X 6.1. Towards a new normal: Conclusions and

recommendations for skilling the middle managers
in PSEs in India

The recommendations for the present study on skilling among middle managers in Indian PSEs,
particularly in the Energy, Manufacturing and Construction, Metals and Minerals, and Services sectors,
have been arrived at using a nuanced approach. Such a method has helped identify existing skill gaps
that are aligned with India's broader educational and professional frameworks. By integrating the NSQF
and NCrF principles, the recommendations aim to establish a coherent, standardized pathway for skill
development.
The study’s findings, presented across sectors, have consistently adhered to the premise that skills
acquired by the middle management professionals in the PSEs from the sample sectors are recognized
nationally and transferable across various companies and, sometimes, even sectors.
Additionally, an attempt has been made to present the recommendations as forward-looking,
emphasizing the acquisition of competencies essential for fostering green and equitable development.
This aspect is particularly salient given the global emphasis on sustainable practices and social
responsibility. By aligning middle management skills with these contemporary paradigms, the
recommendations enhance the immediate operational efficiency of PSEs and strategically position them
at the forefront of the evolving economic and environmental landscape.

The recommendations that cut across sectors and have equal relevance to the sectors
studied are given below:
The NSQF defines the desired skills across various levels and roles. Thus far, the training and skilling
efforts have been more company-focused and less focused on the sector. To align these with the NSQF,
NCrF, and such, it is pertinent that the HR divisions/departments of the PSEs from a given sector work
together to design a generic set of skilling programmes for any calendar year. These could then be
customized at the specific PSE level. Therefore, all sectors must align the training programmes with the
NSQF levels, ensuring that the skills imparted are pertinent to the specific job roles and promote vertical
and horizontal mobility within the PSEs. The new NSQF version of 2023 incorporates broader learning
outcomes, which include theoretical knowledge, technical skills, and soft skills, and should be integrated
into the skilling strategies for middle management.
The NSQF levels considered for the present study have been three, namely, the LMMs: 4.5-5, the MMMs:
5.5-6, and the SMMs: 6.5. The findings show variations across these levels in terms of understanding
the criticality of various skills, the existing levels of skills, the opportunities for applying the acquired
skills, and even the perceptions of the skill gap areas among middle managers across these three
NSQF cohorts. Clearly, a one-size-fits-all strategy may have to give space to a differentiated approach
for training, given the heterogeneity of job roles across these NSQF levels. Training programmes
must be designed and executed differently for middle managers across these cohorts. The annual
training calendars may need to reflect this so that the middle managers can place their options clearly
158 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

and enable the supervisors of these middle managers to plan the career pathways and individual
development plans.
Noting that the descriptors of the NSQF are based on broad learning outcomes, emphasizing three broad
categories of skill sets (theoretical and professional, generic or functional; and behavioural – dealing with
aptitude and soft skills) and the survey was designed to assess the skill gaps across these categories,
the findings show a lack of nuanced appreciation among the middle managers regarding the three
categories of skill sets. This has led to the same set of skills being reported by the sample respondents
on questions on the three broad sets of skill categories. This warrants an orientation of all managers on
the NSQF, its descriptors, and the particular meanings of these skill sets, followed by a detailed menu of
skills across these categories. In turn, this process will enable middle managers and supervisors to make
informed choices about upskilling.
Regarding theoretical skills, the study observes a disconnect between essential theoretical knowledge
and its practical application. While LMMs show proficiency in operational sustainability, there is a clear
need for enhanced strategic environmental management training. Similarly, while MMMs report a
substantial grasp of financial management, gaps in integrating this with sustainable resource allocation
suggest a need for more nuanced training in eco-efficient budgeting and investment. As for the
SMMs, while this cohort excels in process-oriented training, their skill set could be expanded to include
sustainability assessment and strategic planning for green initiatives.
For the lower cohorts of middle management (particularly the LMMs—grouped under NSQF levels 4.5-
5), the NSQF predictor on technical skills warrants that managers at this level must possess strong skills
in data collation, organizing information, and data analysis for informed decision-making. Given the
ever-changing pace of skills in analytics, it may be pertinent to consider reorienting the thematic focus
of the present skilling and training programmes across the study sectors for the lower cohort of middle
management.
Regarding generic (functional skills), operational skills are robust across managerial tiers; however, their
practical application towards sustainability goals is less pronounced. This indicates a need for targeted
programmes aligning functional competencies with sustainable outcomes.
In terms of behavioural skills, the study has found a strong foundation in HR soft skills, indicative of
organizational culture within the sample PSEs and supportive of teamwork and stakeholder engagement,
which are prerequisites for fostering sustainability. Skills in empathy, gender sensitivity, and work-
life balance are increasingly recognized, aligning with the social aspects of sustainability. However,
opportunities to apply these skills in sustainability-focused areas may need to be bolstered.
Regarding the emerging skill sets in sustainability, renewables, net-zero, AI, and SAP-ERP, one does not
find that the middle managers in the PSEs perceive these as highly critical skills. Therefore, for the HR
departments in the study sector PSEs, the key will essentially lie in bringing out the relevance of these
skill sets in their own specific roles in enhanced efficiency and regulatory compliance rather than merely
organizing orientation sessions on the broader definitional aspects of these skills.
While it is encouraging to note that the PSEs across the study sectors have been taking important
initiatives towards skilling their middle managers, investing resources in these opportunities for applying
the acquired skills across the various cohorts of middle management has been somewhat limited.
Harnessing the returns on these investments would thus warrant a more frequent job rotation across
projects or departments. It is also essential to prepare the current middle managers in the study PSEs
for strategic and leadership roles as they move up the corporate hierarchy – either within the same
company or through movements across PSEs or the wider industry. Encouraging knowledge transfer
and collaborative problem-solving for sustainable practices.
Fortifying onboarding processes to ensure a seamless transition for new hires is imperative. As the
various sectors in which the sample PSEs are operating continue to evolve, a focus on comprehensive
training and effective onboarding will be crucial to maintaining a dynamic and adept workforce meeting
 X The road ahead 159

the challenges of a rapidly changing economic landscape. By doing so, the PSEs can secure a resilient and
future-ready workforce fully equipped to sustain its innovation trajectory and influence within the global
economic arena. It is vital to fortify ongoing education and training programmes.
The ever-growing emphasis on OSH and the need for reducing the carbon emissions for sustainable
development brings out the criticality of this felt gap among the middle managers in the PSEs in India.
Placing these themes higher on the priority list for the skilling programmes designed by the PSEs may
be considered.
Noting that ESG-related compliances are increasingly becoming an essential requirement for responsible
business, it is suggested that all cohorts of middle management be upskilled in the related skills. At least
one module or session in the skilling programmes may be designed on the ESG-related benefits to the
triple bottom line and associated methods of compliance. Perhaps the training sessions could consider
wrapping up any training programme with a module on ESG, Sustainability, and green and just transition.
The diversity in skill acquisition points to a robust training ecosystem across the study sector PSEs that
can potentially equip middle managers with the necessary tools to lead in a green and just manner.
Strategic enhancement across the various groups may be relevant. For instance, it is suggested that
the LMMs enhance training with advanced sustainability modules to deepen their operational impact
on environmental practices. Similarly, it may be worthwhile for MMMs to broaden their capacity with
training in sustainability reporting and ethical compliance, aligning financial management with 'green'
principles. For the SMMs, it may be important to strengthen their leadership development programmes
to include mentoring in green and just transformation, emphasizing the importance of cross-functional
collaboration in sustainability initiatives.
Some sector-specific recommendations that may considered are listed below.
X Energy sector:

X Focusing on enhancing security skills, particularly in cybersecurity and data surveillance.

X Developing skills in strategic thinking and business generation to boost top-line growth.

X Offering tailored programmes to emphasize the role of AI, sustainability, and renewables in
operational efficiency.

X Upskilling in renewable energy technologies, energy efficiency, and waste reduction strategies.

X Introducing sustainability reporting and compliance as core components of managerial training.

X Developing crisis management and disaster preparedness skills to address environmental risks.

X Manufacturing and Construction sectors:

X Prioritizing technical fluency, innovation, and business development skills to stay competitive.

X Implementing cross-disciplinary skilling to blend technical expertise with management acumen.

X Focusing on circular economy principles and sustainable materials management.

X Training in green building standards and energy-efficient design.

X Embedding sustainability into project management frameworks and quality assurance processes.

X Metals and Minerals sector:

X Focusing on circular economy principles and sustainable materials management.

X Training in green building standards and energy-efficient design.

160 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Enhancing skills in sustainable mining practices and resource conservation.

X Prioritizing training in environmental impact assessment and mitigation.

X Fostering leadership that champions ethical governance and community engagement for
sustainable mineral development.

X Services sector:

X Enhancing customer service, market intelligence, and regulatory understanding.

X Fostering soft skills development to improve client engagement and service delivery.

X Amplifying skills in sustainable service delivery models and green marketing strategies.

X Enhance customer relationship management by focusing on sustainability as a value

proposition.

X Training in policy advocacy for sustainable development goals and responsible business
practices.

The survey findings reveal some indirect pointers of skills application that support a green and just
transition within India's PSEs across the sectors included in the present study. To fully leverage the
existing potential of the HR ecosystems across PSEs in India, strategic training initiatives should continue
to evolve, incorporating broader green and just competencies that enable managers at all levels to lead
with an enduring commitment to sustainability and social responsibility. Both SCOPE and the ILO have
a definite role to play in this context.
Bridging the skills gap necessitates a strategic overhaul of the PSEs' engagement with educational
institutions. The Indian PSEs across the study sectors must intensify their commitment to fostering
a symbiotic relationship with the academic sphere to address the educational needs of their evolving
managerial roles. Strengthening ties with educational institutions could be a strategic move to enhance
the PSEs' competitive edge.
As PSEs in India navigate a rapidly evolving socio-economic landscape, the impetus to integrate green and
sustainable practices into their core operations has never been more pressing. The strategic realignment
of skilling initiatives towards sustainability and just transition is not just a corporate responsibility but a
strategic imperative for PSEs. Such an alignment is pivotal to maintaining their relevance and competitive
advantage and contributing to the nation's commitment to sustainable development and social equity.
The detailed findings and sector-specific recommendations of the study are intended to guide PSEs in
making informed decisions about their skilling strategies, with a view to future-proofing their middle
management professionals and contributing to sustainable growth domestically and internationally.
 X Bibliography 161

7. Bibliography

Government of India, Ministry of Finance, Department of Economic Affairs. National Skill Qualification
Framework (NSFQ), 2013: Gazette (Extraordinary Part 1, Section 2). New Delhi: Government of India, 2013.
https://www.education.gov.in/sites/upload_files/mhrd/files/NSQF%20NOTIFICATION.pdf.
Government of India, Ministry of Heavy Industries. Ratna Status to CPSEs. Press Information Bureau.
December 2019. https://pib.gov.in/PressReleasePage.aspx?PRID=1594624.
Government of India, Ministry of Finance, Department of Public Enterprises. List of Maharatna, Navratna
and Miniratna CPSEs. New Delhi: Government of India, n.d. Accessed February 10, 2024. https://dpe.gov.
in/about-us/policy-i-division/list-maharatna-navratna-and-miniratna-cpses.
National Council of Vocational Education and Training (NCVET). National Credit Framework, 2022. New
Delhi: Government of India, 2022. https://www.education.gov.in/sites/upload_files/mhrd/files/National_
Credit_Framework.pdf.
———. National Qualifications Register. New Delhi: Government of India. Accessed February 10, 2024.
https://www.nqr.gov.in/.
162 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

X Annexure 1: NSQF level descriptors

F.No- 22001/01/2023/NCVET

Ministry of Skill Development and Entrepreneurship

National Skills Qualification Framework-2023

In pursuance of the notification No. SD-17/113/2017-E&PW dated 5th December 2018, notifying and
constituting the National Council for Vocational Education and Training (NCVET) and by virtue of the
provisions of para 16(f) of the said notification enabling NCVET to frame the guidelines ‘for the approval
of qualification packages, and approve qualification packages in the manner set out in such guidelines’
and subsequent approval of National Credit Framework by the Government and notification of the
same by University Grants Commission (UGC) dated 10th April 2023 and public notice issued vide No.F.
No 2-3/2022 (QIP) dated April 21, 2023/ Vaishakh 1, 1945, the rationalized and revised National Skills
Qualification Framework (NSQF) is hereby notified, in supersession of the earlier notification dated 27th
December 2013, as per the details given below.

Sections relevant to the study

NSQF level descriptors6

5.1.1. The National Skill Qualification Framework (NSQF) is an outcome and competency-based framework
composed of levels 1 (one) to eight (8), comprising levels 1, 2, 2.5, 3, 3.5, 4, 4.5, 5.0, 5.5, 6.0, 6.5, 7.0, and 8.
5.1.2. Each level represents a different level of skill, complexity, knowledge, responsibility, and autonomy
required to demonstrate competence commensurate with that level. Level one of the framework
represents the lowest complexity, while the highest level, level eight, represents the highest complexity.
5.1.3. Each NSQF level is defined and described by a set of level descriptors expressed in terms of learning
outcomes in five domains, which represent, in general terms, the minimum knowledge, skills, and
attributes that a learner needs to acquire in order to be certified for that level. The five domains are (i)
professional theoretical knowledge, (ii) professional and technical skills/ expertise, (iii) aptitude, mindset,
and soft skills, employment readiness & entrepreneurship skills, (iv) broad learning outcomes, and (v)
level of responsibility.
5.1.4. The brief description of each Level descriptor is as follows:
a. Professional theoretical knowledge: Professional theoretical knowledge is what a learner should
know and understand with reference to the subject skill. It is described in the following terms.

i. Depth of knowledge can be general or specialized.

ii. Breadth of knowledge can range from a single topic to a multi-disciplinary area of expertise.
iii. Knowledge ranges from concrete to abstract and from segmented to cumulative.
iv. Complexity of knowledge refers to the combination of kinds, depth, and breadth of knowledge.
b. Professional and technical skills/expertise: Professional and Technical Skills/ Expertise are what a
learner should be able to do as a core function needed for the job role. These are described in terms
of the kinds and complexity of skills and include the following.

6
National Council for Vocational Education and Training. "National Skills Qualification Framework notification." June 2023.
Accessed April 23, 2024. https://ncvet.gov.in/wp-content/uploads/2023/07/National-Skills-Qualification-Framework-
notification-June-2023.pdf
 X Annexure 1: NSQF level descriptors 163

i. Specialized professional and technical skills; display clarity of professional knowledge and
technical skills in a broad range of activities/tasks.
ii. Applying the required knowledge to successfully implement or apply techniques/ processes in
a specific/ broad field/ job role.
iii. The ability to gain and, where relevant, apply a range of knowledge, skills, and understanding.
iv. Can clearly identify the relevant tools and materials in most routine/non-routine contexts.
v. The required operational skills for the work/ job. The skill to deliver the job/ work with the
necessary precision and within estimated timelines.
vi. Capabilities of carrying out a choice of processes and procedures within the range of familiar/
unfamiliar contexts.
vii. Wide range of cognitive and practical skills required to create innovative and feasible solutions
to simple/ complex problems and situations.
viii. For higher NSQF levels, understanding and application of techno Commercial aspect of
technology/associated skills or job role.
ix. Cognitive and creative skills involving the use of intuitive, logical, and critical thinking.
x. Communication skills include written, oral, literacy, and numeracy skills.
xi. Interpersonal skills and generic skills.
xii. Technical skills are required for a particular job in technology and non-technology areas.
Technical skills are the specialized knowledge and expertise required to perform specific tasks
and use specific tools and programmes in real-world situations.
c. Aptitude, mindset, soft skills, employment readiness & entrepreneurship skills:

i. This domain includes the generic employment readiness and mindset, including communication,
digital, financial, and legal literacy, inclusion and diversity, entrepreneurship, and so on.
ii. Soft skills and life skills like creative & cognitive thinking and innovation; critical thinking and
problem-solving; collaboration and teamwork; cultural awareness, heritage, and competencies;
– local and global citizenship; ethical values and emotional awareness; personal and social
responsibility; and so on.
iii. Higher-order skills like novel and adaptive thinking, design mindset, computational thinking,
cross-cultural competency, transdisciplinarity, new media literacy, virtual collaboration, social
intelligence, and liberal arts.
d. Broad learning outcomes: Broad learning outcomes are a general summary of the other three
domains corresponding to the given competency level as they integrate the three domains with the
given responsibility at that level for undertaking a job role.

i. Carrying out predefined and routine/repetitive tasks with/ without supervision.

ii. Familiar, predictable, routine situation of clear choice, focusing on a range of applications of
standard procedures or operations in production/ services.
iii. Versatile, adept at executing specialized tasks with minimal supervision, applying technical
skills and problem-solving with clarity.
iv. Identify/ anticipate the problems and possible range of solutions.
v. Technical expertise, adept at solving complex problems and improving output, specialized
judgement/decision-making.
164 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

vi. Advanced technical skills, monitoring critical parameters, evaluating and improving processes,
and solving complex problems with evidence-based judgement.
vii. Applying acquired advanced technical skills, technical appraisal and reviews.
viii. Driving large-scale transformation and managing resources effectively.
e. Responsibility: This aspect determines the following.

i. Level of responsibility for self and others

ii. Accountability for actions
iii. Nature of working relationships
iv. Managing change
5.1.5. The descriptors give broad, general, but meaningful indicators of the learning outcomes at each
level. However, not every qualification will or should have all the characteristics set out in the level
descriptors. The descriptors can be used in several ways:
a. to allocate levels to learning programmes and qualifications

b. allow broad comparisons to be made between outcomes of learning

c. in validation and moderation of various qualifications and programmes

d. as a basis for communication with learners and other users of qualifications

e. as a guide for mapping progression routes within training sectors

f. by programme designers when making entry requirements and recommendations for

programmes.

5.1.5. The details of the Level Descriptors as of the date of this notification are appended here.
However, the Level Descriptors are subject to further modification with the approval of the NCVET
Council depending upon the needs and requirements of the vocational education, training, and skilling
ecosystem for the development, qualitative improvement, and regulation of vocational education and
training.
X Annexure 1: NSQF level descriptors 165
 166

LEVEL descriptors for NSQF levels referred to in the study

(Majority of the parameters listed across every level apply)

NSQF Level Professional Professional and technical Aptitude, mindset, soft skills, Broad learning outcomes Responsibility
theoretical skills/ expertise employment readiness &
knowledge entrepreneurship skills

Details Professional Professional and technical Generic employment readiness, Learning outcomes (performance Responsibility level of the
knowledge and skills required and their entrepreneurship skills, and criteria and process orientation/ job.
understanding and application to perform and mindset (communication, digital, required).
application of such accomplish tasks. financial, and legal literacy,
knowledge. entrepreneurship, inclusion,
diversity, literacy, numeracy, and
other soft/ life skills).

Level 4.5 to 5 � Multidisciplinary � Range of skills along with � Entrepreneurial mindset, � Specialized Judgement/Decision- � Team leader – junior
Brief Outline/ and specialized specialized domain skills. self-management. making skills. technical supervisor,
Description knowledge. Technical supervisor, or
� Excellent cognitive skills and � A versatile professional with � A skilled professional with technical junior/deputy manager.
� Possesses broad technical prowess utilized to excellent communication, digital expertise, adept at solving complex
and deep efficiently perform complex and financial literacy, ethical problems and improving output. � Highly skilled technical
knowledge and tasks, project management values, and self-management supervisor responsible for
skills to solve expertise, and adept at data and may have an entrepre- achieving tangible
problems in analysis for informed neurial mindset. outcomes, managing
specialized fields. decision-making. change, building teams,
and mentoring the
X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

workforce.

Level 4.5 to 5 � Possesses � Demonstrates cognitive � Possesses excellent oral and � Demonstrates a wide range of � Is accountable for
Dip/ UG knowledge in specialized professional and written communication and specialized professional and determining and achieving
multidisciplinary technical skills required for collaboration skills for clearly technical skills in a broad range of personal and group
contexts, broadly, performing and accom- taking the vision of the leaders activities involving standard and tangible outcomes.
within the chosen plishing complex tasks to the shop floor-level workforce. non-standard practices.
� Handles/adapts/
fields of tech- related to the chosen field(s)
� Possesses excellent digital, � Apply the acquired specialized accommodates change
nology/skills/job of technology/skills/job role;
role. Deeper successfully applies financial, and legal literacy to use knowledge and a range of cognitive requirements and change
knowledge and techniques in routine or them effectively. and practical skills to accomplish management at the
understanding of non-routine situations. tasks like basic design, prototyping, ground/shop floor level.
� Has a good understanding of
the specialized and testing to solve problems by
constitutional, humanistic, � Team building.
� Possesses a range of selecting appropriate information,
field of tech- ethical, and moral values.
nology/skills/job professional and technical methods, tools, and materials. � Manages processes and
role and its skills and displays clarity of � Organizational and time procedures within broad
� Communication and collaboration
underlying knowledge and practice in a management. parameters for defined
broad range of activities/ skills are needed to act as a layer
principles. between the senior management activities.
tasks.
and the workforce/shop floor.
NSQF Level Professional Professional and technical Aptitude, mindset, soft skills, Broad learning outcomes Responsibility
theoretical skills/ expertise employment readiness &
knowledge entrepreneurship skills

� Acquired � Project management skills. � Very good in complex calcula- � Should be able to listen and � Supervises the routine
specialized tions and mathematical and understand properly and present work of others, taking the
� Skill to clearly identify the
knowledge and a financial analysis skills for complex information in a clear and required responsibility for
range of cognitive relevant tools or sometimes applied solutions. concise manner. evaluating and improving
and practical skills improvise the available tools work or study activities.
and techniques; and � Has a well-informed, practical � Make judgments and decisions based
to accomplish
advance knowledge of understanding of the social, on the analysis and evaluation of � At level 4.5, the candidate
tasks like basic
design, proto- materials under challenging political, and work environment. information to determine solutions is highly skilled and works
typing, and testing situations and contexts. to a variety of unpredictable as a junior technical
� Exercise self-management within
to solve a problem problems associated with the chosen supervisor.
� Very good at collecting data, the work context.
by selecting appro- fields of learning.
organizing information, � Constantly motivates,
priate information, � Emotional Intelligence.
analyzing, and communi- � Takes responsibility for the nature guides, mentors, and
methods, tools, cating results for informed and quality of outputs. trains the workforce.
� May have an entrepreneurial
and materials. decision-making. mindset for creating a startup/ � Can work on processes to improve � At level 5.0, the candidate
small business and its end- the quality of outputs. is a technical supervisor or
to-end management. junior/deputy manager.
� Can analyze and synthesize ideas.
� Is responsible for
� Uses discretion and judgement over managing an independent
a range of known and innovative. work unit/shop floor/
section/business activity/
assignment.

Levels 5.5 to 6 � Advanced multidis- � Advanced technical and � Leadership, effective resource � Judgement of complex problems. � Vertical/Business unit
Brief Outline ciplinary and managerial skills. management. management –manager or
� Applies advanced technical skills,
Description specialized senior manager.
� Proficiently skilled in � Dynamic leader with exceptional monitors critical parameters,
knowledge.
advanced cognitive abilities, organizational, communication, evaluates and improves processes, � Accountable leader
� Proficient in project management, and mentoring skills, capable of and solves complex problems with effectively manages
interdisciplinary techno-commercial aspects, driving innovation for optimal evidence-based judgment of complex independent units/
knowledge, and future adaptability, with group performance. problems. projects, delegates,
including tech with social intelligence. supervises, and drives
specialized change with full responsi-
expertise in bility and team building.
related fields;
knowledgeable in
emerging trends,
change manage-
ment, and
problem-solving.
X Annexure 1: NSQF level descriptors
167
 168

NSQF Level Professional Professional and technical Aptitude, mindset, soft skills, Broad learning outcomes Responsibility
theoretical skills/ expertise employment readiness &
knowledge entrepreneurship skills

Level 5.5 to 6 � Advanced � Possesses a range of � Excellent leadership, communi- � Applies advanced theoretical � At level 5.5, the candidate
UG/ PG knowledge about advanced cognitive, cation, collaboration and knowledge and specialized profes- is a manager/technical/
a multidisciplinary/ professional, and technical organizational skills. sional and technical skills involving product manager or
interdisciplinary/ skills required for per- complex variable environments and equivalent.
� Possesses administrative outlook
cross-disciplinary forming and accomplishing contexts.
and leadership traits for � At level 6.0, the candidate
field of tech- complex tasks relating to
managing technical workforce. � Effective understanding, monitoring is a senior manager,
nology/skills/job the chosen fields of
role, with technology/skills job role. and supervision of critical parame- senior technical manager,
� Effective mentoring, people
specialized ters and KPIs or others. senior product manager,
� Wide range of cognitive and management, listening, and or equivalent.
in-depth knowl- delegation skills. � Evaluation and improvement of
edge in one or practical skills required to
processes, procedures and work or � Is responsible for
more related create innovative and � Organizational and time
feasible solutions to study activities. managing a more
fields. management. significant independent
complex problems and � Examine and assess the implications
� Has awareness situations in uncertain � Creative thinking and innovation. unit/business activity/
and consequences of emerging project.
and knowledge of environments. developments and critical issues.
� Good logical and mathematical
emerging and � Responsible for managing
� Project management skills. analysis/simulation modelling �
futuristic Make judgments in a range of activities like planning,
developments and skills. situations by critically reviewing and
� Understanding and applying resourcing, processes, and
issues in the techno -Commercial aspects � Complete understanding of consolidating evidence and risk. people within broad
chosen fields of of technology/associated social, political, natural, and parameters and with
� Constantly and regularly pursue
technology, skills, skills or job roles. work environments. complete accountability
and job roles. self-paced and self-directed learning
to upgrade knowledge and skills that for determining, achieving,
� Skills to adapt to the future � Organizing, analyzing, inter-
� and evaluating personal
X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Has advanced of work and the demands of preting, and acting on the will help accomplish complex tasks or
understanding pursue education and research. and group outcomes.
the fast pace of innovations information and effectively
and knowledge of and technological develop- communicating and presenting/ � Effective delegation and
� Can identify problems and issues
change manage- ments. using its outcome for deci- monitoring.
ment processes relating to the chosen fields of
sion-making. learning and ways of future
and systems. � Social intelligence. � Exercise complete
� A keen sense of observation, improvements. management and
� Acquired advanced � Highly specialized skills, enquiry, and capability for asking � Exercises judgment based on supervision of unpredict-
]knowledge and transdisciplinary skills, and relevant/appropriate questions. able work.
skills from a wide leadership skills. evaluation of evidence from various
range of sources � Manage complex technical or sources to arrive at solutions to � Responsible for the work
for identifying professional activities or complex real-life problems in chosen of others.
problems and projects, requiring effective fields of technology/ skills/ job roles.
� Change agent.
issues relating to envisioning, planning, and
the chosen fields complete personal responsibility � Team building.
of learning and for the output of one's own work
future improve- and the output of the group as a
ments. member of the group/team.
NSQF Level Professional Professional and technical Aptitude, mindset, soft skills, Broad learning outcomes Responsibility
theoretical skills/ expertise employment readiness &
knowledge entrepreneurship skills

� Apply leadership skills to � The exercise of complete

manage people and resources to personal responsibility
achieve organizational objectives and accountability for the
and outcomes. initiatives undertaken, the
outputs/outcomes of own
� Emotional Intelligence. work, and the group as a
team member/leader.

Level 6.5 to 7 � Advanced � Highly skilled and innovative � Cross-cultural competency, � Apply acquired advanced technical � Business Management
Brief Outline/ knowledge with a professional with expertise transformational leadership. skills, technical appraisal, and (like CEO/CXO).
Description critical under- in complex problem-solving, reviews.
� Highly skilled professional with � Visionary leader account-
standing of change management,
cross-cultural competency, � Proficiently analyzes and creatively able for organizational
emerging leadership, and project
developments. management. strategic ideation, time resolves practical problems, utilizing growth, complex prob-
management, and leadership statistical tools while showing lem-solving, staff
� A capable expert abilities for excellence. leadership and technical mastery in development, and
with extensive decision-making to achieve goals. data-driven decisions.
knowledge, critical
thinking, and
application of
technology to
specialized fields
while pursuing
continuous
self-development.

Levels 6.5 to 7 � Possesses � Has highly specialized � Highest levels of soft skills and � Demonstrates comprehensive, � At level 6.5, the candidate
advanced professional and technical competencies, including social cognitive, theoretical knowledge and is a Director/CXO/Deputy
knowledge of a skills required for per- intelligence, cognitive load practical skills to develop creative CEO or equivalent.
specialized field, forming and accomplishing management, and cross-cultural and viable solutions to practical prob-
� At level 7, the candidate is
including complex tasks in the given competency. lems.
processes, discipline/ area of specializa- a Director/CEO or
� Specialized higher-order skills, � Exhibits ability to use appropriate equivalent.
methods, and tion.
strategies. including creative and persua- statistical and other analytical tools
� Responsible for vision and
� Has the cognitive and sive communication, prob- and techniques for analysis of data
� Has a critical technical skills to generate lem-solving and critical thinking collected. strategic thinking in a
understanding of original ideas, conceptu- skills. given field/environment/
� Critical understanding of the subject, market.
the emerging alize, design, and implement
� Emotional Intelligence, analytical demonstrating mastery and
developments innovative solutions. � Responsible for the
relating to one or rigour, good communication, innovation, and completing
� Has skills to lead the change and innovation skills. substantial research and dissertation development of self and
more fields of other staff members.
learning. management process. (where applicable).
X Annexure 1: NSQF level descriptors
169
 170

NSQF Level Professional Professional and technical Aptitude, mindset, soft skills, Broad learning outcomes Responsibility
theoretical skills/ expertise employment readiness &
knowledge entrepreneurship skills

� Understands � Project management skills. � Strategic and forward-looking � Skills to evaluate the evidence; � Responsible for organiza-
technological ideation capabilities. identify logical flaws and risks in the tional growth and develop-
� Has skills required for
advancements and arguments of others; analyze and ment.
transdisciplinary application � Organizational and time
usage and applies synthesize data from a variety of
of skills to solve a problem management. � Responsible for deci-
it in one or more sources; draw conclusions and
specific fields. innovatively. support them with evidence and sion-making in complex
� Creative thinking and innovation.
examples while addressing/ technical activities/tasks
� Leadership and effective
� Knowledge � involving unpredictable
decision-making skills. Adapting to the future of work accommodating opposing view-
required for and responding to the demands points; make judgements and take work/study situations,
performing � Can develop innovative, of the fast pace of technological appropriate decisions. generating original
complex, evidence-based, practical developments and innovations responses to complicated
specialized tasks, � Processes information for deci- and unforeseen problems
solutions to complex and that drive shifts in skill needs
including those unpredictable situations and relating to work and professional sion-making and planning. and situations.
related to teaching problems. practices. � Undertakes technical appraisal and � Exercising personal
and research and
development. � Social intelligence. � Exercising given authority, reviews and takes corrective actions. responsibility for the
innovation, autonomy, profes- output of one's work and
� Applies the acquired advanced
� Undertakes group/team outputs.
sional integrity, and sustained technical knowledge of a specialized
self-study for commitment to developing new field to solve a problem. � Data-based deci-
advancement in ideas, business models, and
skills; demon- sion-making in complex
processes, including research � Applies knowledge and leadership
strates intellectual situations/work environ-
and development at the skills to manage people and ments.
independence, forefront of work or study resources for achieving organiza-
analytical rigour, contexts. tional goals. � Appraisal and review of
X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

and good the financial and HR

communication. � Understands and appreciates resources.
total constitutional, humanistic,
ethical, and moral values in � Crisis manager.
workplace/ personal life, global
� Makes decisions across
and local citizenship, and
leadership skills to motivate functions requiring the
people to achieve individual and exercise of responsibility
organizational growth goals. to find solutions to specific
problems at work,
� Pursuit of excellence. vocation, or professional
practice.
 X Annexure 2: Survey questionnaire 171

X Annexure 2: Survey questionnaire

ILO-SCOPE: PSE Middle management skills study

A. Background of the respondent

1. Designation: ___________

2. Function/ Department:___________

3. Gender: _______________

4. Tenure in current role:_______________

5. Tenure in current organization:__________

6. Number of years spent at middle management level in current organization:________

7. Highest educational qualification:___________

8. Area of specialization: __________________

9. Please select your organization from the drop-down list below:

B. Understanding existing HR systems (onboarding, PMS, L&D) within PSE:

1. The bulk of external hiring in my organization takes place at the entry-level through various trainee
schemes (graduate engineers/ management trainees/ other trainees.)
(i) Yes (ii) No (iii) Do not know (iv) Other _________

2. My organization has an ongoing partnership with technical and management Institutes (where
we hire trainees) to keep the curriculum updated and relevant to meet our hiring needs.
(i)Yes (ii) No (iii) Do not know (iv) Other _____________

3. My organization has a defined system for grooming freshers (graduate engineer trainees/
management trainees) to take on higher roles in the company.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

4. It is easy to attract and retain talent in my function/department.

(i) Yes (ii) No (iii) Do not know (iv) Other _____________

5. Most of the vacancies at the middle management level in my function/department are filled
through internal movements.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

6. If the need arises, hiring the right talent from outside the organization for middle management
levels in my function/department is easy.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

7. My organization has an onboarding system that enables incumbents to settle into their new roles.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________
172 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

8. My organization has a performance management system in place (which includes individual

goal setting, appraisal, performance rating, performance feedback, and individual development
plan).
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

9. The frequency of the performance management process in my organization is:

a. annual b. bi-annual c. other (Please specify)_______
10.My organization has a structured career planning system in place (defined career paths, individual
skill/experience-gap analysis).
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

11. The following describes most closely the system of promotion in my organization.
(i) Time-bound (ii) Based on selection committees/interviews (iii) Combination of time-
bound and based on selection committees/interviews (iv) No idea (v) Other _____________

12.Of the method of promotion that you selected above, does it apply for any of the following?
(i) Across all grades of staff (ii) Only for junior management staff (iii) Only for non-technical posts
(iv) No idea (v) Other _____________

C. Career paths and methods of skilling adopted:

1. I have clarity regarding my career path in my organization.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

2. My organization has a defined training and development system in place (individual development
plans, function-specific training programmes, and organization-specific training programmes).
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

3. In my organization, the following inputs are considered for designing individual development
plans (Please select all that apply).
a) Performance appraisal feedback
b) Individual skill gap analysis from development centres
c) Emerging priorities for the organization/department
d) Individual career path
4. My organization organizes development centres to assess the development needs of middle
management professionals.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

5. The most recent development centre I attended was in (mention year) ________________

6. I received detailed feedback on my strengths and development areas basis the last development
centre I attended.
(i) Yes (ii) No (iii) Do not know (iv) Other

7. My individual development plan was prepared in consultation with my manager after my last
appraisal.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________
 X Annexure 2: Survey questionnaire 173

8. I attended development interventions based on my individual development plan last year.

(i) Yes (ii) No (iii) Do not know (iv) Other _____________

9. Please select the different types of development interventions you have undergone in the last
year to build capability in technical, functional, and behavioural domains. (Please select categories
under each domain in the table below).

Method of skill acquisition

S. Yes/ Whether Relevant skill category (specify

No. No attended any the names of a maximum of two
during 2022-23 in each category)
(Yes/No)

1 External training/ workshops/ Technical Functional Behavioural

seminars (T1) (F) (B)

2 Internal training/ workshops/ T1 T2 F1 F2 B1 B2

seminars

3 Certification programmes
(External/ Internal)

4 Self-directed learning (Online/

offline)

5 Digital learning platforms

6 Coaching or mentoring

7 Job rotation

8 Learning through specific projects

9 Onboarding training

10 Any other (please specify)

10.My organization's career path, job rotation opportunities, and training and development
opportunities equip middle-level management to take on senior management roles.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

D. Critical skills for middle management and training processes:

1. In my function/department, the following skills are considered essential and critical for middle
management professionals. (Please mention a maximum of ten under each category, starting with
the most important.)

Essential skills for the department

S.No. Technical Functional Behavioural

5
174 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

Essential skills for the department

S.No. Technical Functional Behavioural

10

2. The middle management professionals in my function/department typically excel at the following

skills. (Please mention a maximum of ten under each category in the order of importance.)

Strengths for the department

S.No. Technical Functional Behavioural

10

3. The middle management professionals in my function/department need to develop the following

skills to effectively contribute to their roles within the organization. (Please mention a maximum
of ten under each category in the order of importance.)

Development areas for the department

S.No. Technical Functional Behavioural

10
 X Annexure 2: Survey questionnaire 175

4. The middle management professionals in my function/department need to develop the following

skills to effectively contribute to the sector to which the organization belongs. (Please mention a
maximum of ten under each category in the order of importance.)

Development areas for the sector as a whole

S.No. Technical Functional Behavioural

10

5. My organization has a robust process for developing the skills required for success at the middle
management level.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

6. For middle management professionals, various opportunities for developing their skills are present
(please select all that are relevant).
i. Defined career path
ii. Job rotation
iii. Development centre
iv. Performance feedback
v. Individual development plan
vi. Training programme
vii. Coaching or mentoring
viii. Onboarding training in a new role
ix. Exposure through projects/ short-term assignments
x. Peer learning
xi. Any Other ________________________
7. I have actively availed opportunities for skill development in my organization.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

8. In case of job rotation across functions/departments in my organization, the incumbents gain

necessary skills through (please select all that apply).
i. Structured training interventions
ii. On-the-job training
176 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

iii. Learning from peers

iv. Short-term assignments/ projects in new function/department
v. Any other ____________________________________
9. The different training I have received in my organization has helped me develop skills relevant to
my current role.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

10.I have been able to apply the skills developed through various interventions in FY 2022-23 in my
area of work:

Relevance of Skills acquired in the last year

Type of skills acquired

Frequency of use in current work Technical Skills Functional Skills Behavioural Emerging
Skills Areas
Skills

T1 T2 F1 F2 B1 B2 E1 E2

Very frequently

Frequently

Moderately

Rarely

Never

11. My organization needs to leverage the following types of interventions more to develop the skills
of middle-level professionals. (Please select all that are relevant).
X Performance-based feedback

X Individual development plans

X External trainings/ workshops/ seminars

X Internal trainings/ workshops/ seminars

X Self-directed learning (E-learning/reference books)

X Digital learning platforms

X Coaching or mentoring

X Job rotation

X Defined career path

X Onboarding training for new roles

12.My organization has an ongoing partnership with technical and management institutes to
ensure that the training courses are designed to meet the emerging needs (future-fit skills) of
my department/organization.
(i)Yes (ii) No (iii) Do not know (iv) Other
 X Annexure 2: Survey questionnaire 177

13.I have had the opportunity during the last two years to act as a resource person/expert trainer
for other PSEs within my sector.
(i)Yes (ii) No (iii) Not Applicable

14.I have acted as a resource person/ expert trainer for other PSEs within my sector in the following
areas (please mention all that apply).

Resource Person/ Expert trainer for other PSEs

S.No. Technical Functional Behavioural

E. Future-fit skills and current focus within the PSE:

1. I am aware of the impact that changes in technology/digital transformation will have on my
organization.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

2. I am aware of the impact of changes in regulatory policies, SDGs (sustainable development goals),
and ESG ( environment/ safety/governance) on my organization.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

3. I am aware of the impact of changes in domestic and global trends, market competitiveness, and
economic policies on my organization.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

4. I understand that the top 5-8 factors that will play a significant role in determining the direction
my organization will take in the next 5 – 10 years are mentioned below. (Please list the significant
factors and explain their impact. For instance, if green technology is one of the factors, then it can
impact the current manufacturing process. Thus, new ‘green’ skills will need to be acquired to
transition to a ‘green’ manufacturing process).
i)________________________________________________________________
ii)________________________________________________________________
iii)____________________________________________________________________
iv)________________________________________________________________
v)___________________________________________________________________
vi)_______________________________________________________________________
vii)___________________________________________________________________
viii)___________________________________________________________________

5. The following skills at the middle management level are likely to become redundant in the next 5-7
years.
____________________________________________________________________________
178 X Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs

6. Acquiring the following future-fit skills will become critical for my function/department to
effectively support the organizational vision in the coming years. (Please mention a maximum of
ten skills under each category, starting with the most critical).

Future-Fit skills for the Department

S.No. Technical Functional Behavioural

10

7. My organization is focused on building middle management capabilities in future-fit skills through

various interventions.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

8. In the last year, I have undergone training or other interventions to build my capabilities in
future-fit skills.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

9. In the last year, I have undergone interventions to build my capabilities in the following future-fit skills.

Types of Future- fit skill acquired and methods of skill acquisition

Mode of skill acquisition

S. Name of External Internal Certification Self- Digital Coaching Job Learning Onboarding Any
No. emerging training/ trainings/ programmes directed learning or rotation through training other
area work- Workshops/ (External/ learning platforms mentoring short- (Please
(Future- shops/ seminars Internal) (E-learning/ term specify)
fit skills) seminars reference assign-
acquired books) ment
projects

1 Skill
1

2 Skill
2

3 Skill
3

4 Skill
4

5 Skill
5

6 Skill
6
 X Annexure 2: Survey questionnaire 179

10.I am confident that the development opportunities offered by my organization will equip me with
the future-fit skills needed to contribute effectively to its evolving vision.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

11. My organization needs to focus more on the following types of interventions to develop future-fit
skills of middle-level professionals (Please select all that are relevant).
X Performance-based feedback

X Individual development plans

X External trainings/ workshops/ seminars

X Internal trainings/ workshops/ seminars

X Self-directed learning (e-learning/reference books)

X Digital learning platforms

X Coaching or mentoring

X Job rotation

X Defined career path

X Onboarding training for new roles

12.I am confident that my organization has the capability to stay relevant and competitive in the
dynamic technological, digital, economic, global, and regulatory environment.
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

13.My organization is well on the course to achieving the SDGs (Sustainable Development Goals).
(i) Yes (ii) No (iii) Do not know (iv) Other _____________

14.In my understanding, the following actions will move my organization closer to achieving the SDGs
(Sustainable Development Goals).
_____________________________________________________________________
 Skilling for future in PSEs: An ILO-SCOPE study on skills profiles in PSEs
� Skilling for future in PSEs:
An ILO-SCOPE study on skills profiles in PSEs

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