INTRODUCTION

• The Government of India has now issued the New Education policy to address education quality and curriculum.
• Employability figures hardly nudge past the 50% for all graduate and many postgraduate programs.
• The changing paradigm at work by way of technology, business models and the need to constantly upgrade skills to stay professionally relevant becomes critical. Hence the focus on developing the “T-shaped professional”.
• Professional Education has to transform to remain relevant to stakeholders, especially students who are now labelled as Generation Z . In a short time to be followed by the Generation Alpha.
• This Conference attempts to understand the conundrum and deliver strategies to prepare for the new education paradigm.
  

CONFERENCE PATRONS  
Chief Patron: 
Shri. L. Gopalakrishnan , Managing Trustee, PSG & Sons' Charities.
Patrons:                  
Dr . R. Rudramoorthy, Director, PSG Center for Academic Research & Excellence              
Dr. T.G. Vijaya, Director-in-charge, PSG Institute of Management.

Program architect : Dr. Umesh Chandrasekhar, Professor, PSG Institute of Management
Program organizer: Dr. R Deepa, Associate Professor, PSG Institute of Management

WHAT IS A T-PROFESSIONAL AND WHY IS IT IMPORTANT?

“If we teach today's students as we taught yesterday's,  we rob them of tomorrow.”                John Dewey:1915

T-shaped skills  are in demand. New skill vocabulary has emotional intelligence, intrapreneurship, cross-domain specialization, proactive and future-proofing learning. The position in India is quite worrying.    

T-shaped skills – or a T-shaped person – is a reference to qualities that make an employee valuable; they possess excellent knowledge of and skills in specific areas and are good at working with others in a collaborative way. The term was first used in-house at McKinsey & Company; it was popularized by David Guest and IDEO CEO Tim Brown. Along with T-shaped skills, there are X-shaped skills (meaning an individual is a good managerial candidate) and I-shaped skills (which means the individual is knowledgeable/skilled in a certain area but hasn’t mastered the ability to collaborate).  Ref:https://corporatefinanceinstitute.com/resources/careers/soft-skills/t-shaped-skills/.

OVERVIEW OF THE CONFERENCE THEME & RATIONALE

CONFERENCE HIGHLIGHTS

SESSION 1:The Changing Paradigm of Outcome Based Education

KEYNOTE SPEAKER: Mr. Suresh Mhatre, Former VP, TCS, Member, Academic Advisory Council, NBA.  
Suresh Mhatre is amongst the first of the new generation of managers in the IT industry who have specialized in IT Consulting. After schooling in St. Mary’s Bombay, Suresh completed his college education in St. Xavier’s, before proceeding to SPCE, University of Bombay for a degree in Engineering. During his graduation, Suresh was elected Chairman of the Bombay University Students Council and was a member of the University Senate. After graduation in Mechanical Engineering in 1977, Suresh went on to complete his Masters in Industrial and Systems Engineering from the University Of Florida, USA. Suresh then joined TCS in January 1979 and spent his initial years developing software before going on to head the Management Consultancy Division in TCS - Bombay. His technical excellence won him the IIIE Gold Medal for the ‘Best Case Study’. He also went on to become the National Vice-President of the Institute of Management Consultants of India. He is also a Fellow of the Institute of Engineers and a Fellow of the Institute of Management Consultants of India. In 1989, Suresh was shifted to HR and appointed the youngest Head of Manpower Allocation Committee of TCS, which handles all project allocations. In the next 3 years he completely overhauled the department and achieved the greatest jump in manpower productivity experienced by TCS. Also he helped TCS introduce the concept of key resource identification and mentoring which has helped in controlling attrition. In 1992, Suresh went on to head the Branch Level Review team in Bombay, which reviews the manpower productivity and client satisfaction. During this time, he also was member of the JRD-QV award winning team, which introduced world-class values to TCS. In 1998, Suresh was appointed Head of HR Sourcing with a view to attracting the best possible talent within TCS. As the Head of all recruitment in TCS, Suresh headed a team that was the largest single recruiter of technical manpower in the country. He also headed the Project Allocation Group, which matches skills with project request. During this Suresh initiated a program for accreditation of all the engineering, management schools in the country. This formed the basis of fixing recruitment quotas and remuneration for students of those institutions. In 2001, Suresh was shifted to the Strategic Planning Group where his main challenge was to build up a world class IT organization, which will provide hi-technology solutions to TCS clients. Moreover, he spearheaded TCS’s efforts to more to a higher strategic orbit of providing business solutions rather than only IT solutions. In 2003, Suresh went back to Management Consulting and has worked in the area of e-Governance. He was the Chief Technical Architect for the National Rural Employment Guarantee Scheme. He was also the Project Director of the MCGM Project for a period of 5 years during which he implemented 12 modules of SAP for over 4,000 users. Currently, Suresh leads the IT Strategy team for e Governance, Ports and Academic Institutions. 

• Genesis of OBE initially when TCS has to expand its recruitment beyond IITs and wanted to determine quality in other engineering institutions- hence a set of accreditations were evolved which largely forms the basis of NBA today
• Assumption is that if you excel in processes, the output also will be excellent. 
• The  brief history of OBE was also touched upon. Early countries included Australia and UK. The key moment for India was when we became a signatory to Washington Accord,
• The paradigm is : Theory-structure-approach to instructional practices. The weakness is in instructional practices.
• 5 skills are emphasised:  Mathematics, Communication, Vocational, Intellectual and Interpersonal skills.

SESSION 2:The Changing Paradigm of Outcome Based Education

A multifaceted academician, marketer, designer, trainer and a raconteur. 25+ years of global marketing experience. 10+ years in management education as a leader and senior faculty in South India's leading b-school spearheading placements, career empowerment, accreditations and projects and mentoring young faculty. 25+ years in global and national marketing roles at The Times of India Group Trained evaluator & ACBSP champion. Quality deployment & accreditation consultant for b-schools in India .Over 4 schools completed successfully. Awarded project grants over Rs 30 lakhs from ministries . Process documentation, program design and evaluation design excellence. Concepts have helped the institute to win several awards. Logo re-design and re-branding of the institute. Regular faculty for Entrepreneurship Development Programs at the PSG institutions. Over 14 sessions completed and ongoing. Conceptualized and created templates for 8 research projects, awards and journal articles for the institute. Initiated and implemented major changes in placement, policies and processes at the institute including a new mission-vision-learning outcome paradigm. New course design- Ethics and CSR with an Indian perspective, Management by story-telling. CONSULTANT/ ADVISOR: Bio-Basics- An organic grocery start-up now in fourth year. Tinkle- the after School charity for girls. Standard Engineering- MSME unit. Grant/Project/Award application: Assisted over a dozen applications internally and externally

• The basis of measuring OBE is rooted  in the Program-Course measures in terms of objectives and outcomes. It is a design which has to deliver value to the last student in the class
  The challenge is to devise processes which focus on student-centric outcomes and learning instead of creative administratively convenient mechanisms.
• Achievement scores are often statistical exercises and do not reflect true performance as they tend to remain exam-driven , hence marks-oriented which is again  reinforcing the pass-fail syndrome. Effectively , a normal distribution and percentile fits becomes a tool to obfuscate the real issues
• The assessment relies on Blooms' Taxonomy which is often mis-applied and not taken to its logical conclusion in terms of "key-words" for levels and the tools used to assess achievements
• The course-outcomes design , which is the starting building block is not vetted effectively using the 10-question golden-rule matrix and hence can fall short in terms of SMART drivers.
•  Both qualitative and quantitative tools are needed based on the student retention grid and the pedagogy tools which start from lecture to teaching  other.  
• Whilst rubrics seem to be the norm, there is poor formation of the assessment grids and misses the key items of measure and the relevant scales which is sacrificed for ease and simplicity.
• Effective CO-PO deployment calls for additional training and support to faculty as it may be additional work load to deliver an effective robust assessment, which is longitudinal in nature.

SESSION 3:Innovating and  Re-designing Teaching -Learning  Strategies

SESSION 3:Innovating and re-designing teaching and learning strategies

Dr. Sheela Ramachandran, Pro-Chancellor, Atmiya University, Rajkot Dr.Sheela Ramachandran is the Pro Chancellor of Atmiya University, Rajkot, Gujarat. She is also one of the Directors of NISWIN FOODS, Coimbatore, for Wheat Milling, with subsidy from Min. of Food Processing Industry. She was formerly the Vice – Chancellor of Avinashilingam Deemed University for Women, Coimbatore since 23.08.2010 to 22.08.2015. She was the Principal of PSG College of Arts & Science, Coimbatore, from 2004 to August 2010 and had returned to her alma mater after 29 years at PSG. She has a total of 40 years of experience in the field of Higher Education. She completed her postgraduate degree in Foods & Nutrition in 1979 and postgraduate Diploma in Food Science & Preservation in 1977 from Avinashilingam Home Science College for Women, affiliated to Madras University and later obtained her Ph.D from Bharathiar University in 1995. She has a rich academic knowledge and teaching experience of more than 40 years. She has produced 7 doctorates, 5 M.Phil Scholars and has also guided more than 60 masters level thesis for 35 years of her active teaching stint. She is a resource person and organizer of more than 25 international, 80 national and 55 regional events. Her administrative experience has been for more than 29 years as a HOD, in setting up the Department of Nutrition & Dietetics for development of programmes at UG, PG, M.Phil. & Ph.D. levels. As a Principal of a prestigious college, she has brought in innovations in CBCS, e-learning & video conferencing, learning experiences, evaluation reforms, innovation & entrepreneurship and in the TQM of educational institutions. She had further extrapolated these innovations in her capacity as the Vice Chancellor of a Centrally-funded Women’s University. Presently, as the Pro Chancellor of Atmiya University in Rajkot, she is innovating in a new paradigm of interwoven learning experience, across disciplines to meet the challenges of futuristic global sustained requirements in tune with the SDGs of the UN. The administrative processes are also seeing a new paradigm. She is also advisor to various other institutions in a multi disciplinary manner, including Engineering, Paramedical Sciences, Education, amongst others. She is also on the Governing Body/ BoM/ College Committee/ Academic Council/IQAC of several Universities and colleges across the country. Her experience as Chairperson of the Peer Teams for assessment by NAAC is for several years .

• HEI as natural incubators, heterogeneous group of students going into heterogeneous society, faculty to design ideas accordingly. OBE and curriculum to be dynamic and prototype need to be created. 
• To survive in today’s changing world, we need to custom ourselves to our customers (student) preference 
• Difference between Millennial and Gen Z, Technology must to cater to Gen Z and classroom lectures to be kept minimal (more of reading and course work) 
• Slash careers, Activating Gen Z’s mind, Teaching strategies for Gen Z – Information to be provided in short segments, graphical and bite sized. Adaptive learning, Digital assignments 
 • Characteristic of Gen Alpha, Principles of ESSD • Comparing Pedagogy, Andragogy and Heutagogy : Pedagogy – Instructor lead – Witnessed in schools- Understanding knowledge of Andragogy – Self Regulated – Witnessed in adult learning – Negotiating knowledge - Heutagogy – Self determined – Witnessed in research environment – Creating knowledge 
• Glimpse of various Learning Methods and Tools available 
 • Teachers to ensure “Teaching practice” is in driving seat and not technology
 • Showcase of facilitative learning incubators at Atmiya University – Paper recycling, Canteen waste recycling, Bioplastic from rice water 
• Instructional change needed to enhance capacity (fundamental), convert to capability (advanced) and transform to competency (adaptability) and enable lifelong adaptive learner. 

SESSION 4: Emerging Trends and Challenges in Modern Education

Professor Ts. Dr. Murali Raman is both a Rhodes Scholar and Fulbright fellow. His academic credentials include a Phd from SISAT, Claremont, USA; MBA (Imperial College, London); MSc Human Resources (London School of Economics, UK). With his research team, Dr. Murali and his team has secured close to RM1.5Million in grant funding over the last five years. He is currently affiliated to Stanford’s Technology Venture Program as a Faculty Fellow- where he has had and continue to discuss issues surrounding creating a vibrant entrepreneurship ecosystem and application of innovative thinking via D-Principles in Malaysia. He is a Stanford certified Design Thinker. Prof Murali Raman is also certified in Neuro Linguistic Programming (NLP) – 2016 as a NLP Certified Practitioner. He is also a Certified Trainer in Colored Brain Communication and Emotional Drivers based on Directive Communication Psychology. He is also a Fellow with the Malaysian Institute of Management (MIM). Throughout his career in the corporate and academic sector, Prof. Murali has managed, led and director numerous programmes in relation to digital transformation. With Accenture Consulting he managed a total of nine [9] projects of which three were in Singapore with Tier 1 clients. Prof Murali continues to consult and assists corporations to transform digitally, using design thinking and business model canvassing ideals. In recognition of his leadership Prof Murali has received several accolades at the International level. Examples are: • Outstanding Academic Leadership Award in Malaysia – 2016 EDUCOOP for IT Management • Innovation Gold Medallist, iCAN, Canada, 2019 • Innovation Gold Medallist for 21st Century Teaching, 2019, Sri Lanka • World Innovation Award – Seoul, Korea – 2015 • Augerah Pecipta Negara – Gold Medal • Golden Globe Tiger Awards – For Outstanding Academic Leadership

• VUCA World – Volatile, Uncertain, Complex and Ambiguous is what today’s world is  
• VUCA forces create challenge for higher education: Overseas education controlled until pandemic is controlled, which now spells opportunity for domestic market  
• Teachers are required to reinvent themselves to continue engaging students by changing teaching methodologies  
• Universities face threat through MOOCs like Udemy, Coursera , ODL from reputable universities  
• Technological advancement is so fast; graduates are not employment ready as educational content is not up to date. Industry requires students who are competent in both tech and soft skills.  
• Quality education to be given at affordable fee in line with UNSDG  
• Use Business & Human Intelligence to stay ahead of the curve and design course curriculum • Keep students at heart and Industry in mind

Panel Discussion: National Education Policy: Boon or Bane

PANEL MODERATOR ;Dr. Latha Pillai , Advisor, NAAC, Former Pro VC, IGNOU ,is an academic and educational administrator, with more than two decades experience of working in the field of higher education, both through the system of formal education and open and distance learning. Her areas of professional interest include quality assessment and evaluation, promotion of women in governance and academic leadership. She is presently working as Adviser, with the National Assessment and Accreditation Council (NAAC), Bangalore. Dr. Pillai has previously served as Pro Vice Chancellor of Indira Gandhi National Open University (IGNOU); and Education Officer and Deputy Secretary, with the University Grants Commission. She has been responsible for the contextualization of Association of Commonwealth Universities, set of Training Manuals for Women in Higher Education and its implementation. 

Dr. Thangam Meganathan, Chairperson, Rajalakshmi Group of Colleges, Chennai. Dr. Mrs. Thangam Meganathan, Chairperson, Rajalakshmi Educational Institutions is a, Ph.D. in ‘Technical Education in Tamil Nadu: A Study’ and M.Phil in Public Administration. She pursued the Cambridge International Diploma for Teachers and Trainers (CIDTT) in 2006. A recipient of many awards including CSI Honorary Fellowship Award from Computer Society of India (CSI) and the International Association of Lions Club District 324-A1 for her services in the field of education, she conducts an annual event inviting women achievers and motivates women students to empower women. She has created a well functioning Entrepreneurship Development Cell (EDC) that promotes incubation and ideation among students. An active member in Industry Associations including the CII, having been the chairperson of Indian Women Network (CII). 

Dr. S. Ramalingam, Dean, PSGIMS&R.  Dr Ramalingam Sankaran is currently the DEAN of PSG Institute of Medical Sciences and Research (PSG IMSR), Coimbatore, India. He is also the Founder Chair of the Department of Clinical Research and Bioethics, and is a Professor of Pharmacology in the same Institute. He is also a technical consultant and administrative chief of PSG Center for Molecular Medicine and Therapeutics (PSG CMMT).An M.D. in Pharmacology, he went to Stanford University School of Medicine, Stanford, California, USA for his postdoctoral fellowship in Pharmacoepidemiology, Clinical Pharmacology, and Pharmacogenetics. He obtained an International Fellowship in Medical Education (IFME) offered by the ECFMG of USA.

Mr. A. R. Swami, Co-Founder and CEO, CAMU Digital Campus:. An engineer by qualification. A product manager by instinct. A passionate story teller. Swami is responsible for Business Development and Strategic Partnerships. He took CAMU to 4 countries at an early stage winning against world leading SIS solutions. He connects with academicians instantly on the pedagogical approach and student success. His in-depth understanding of the educational domain helps him offer tailor-made solutions to specific challenges of customers.

Dr. Pillai • NEP 2020 is the 1st educational policy of 20th century and is aspirational that by 2040 India will be second to none as far as education is concerned. NEP covers right from nursery till post doctoral. • Medical & Legal education not part of NEP • National Accreditation Council will be created which will be overarching body recognizing various agencies • NEP will be launched in various phases • Single stream HEIs will be phased over time • All panelists feel NEP as Boon, success lies in implementation 
Mr. A.R Swami • NEP creates cluster of opportunity for students giving them flexibility and choice to be precise on what they want to do and continue learning journey. • Brings about digital aspect in education: 24*7 availability of content, lifelong opportunity to learn, learning at their own pace etc • Academy bank of credit: Flexibility of doing things, aggregating credit as and when student wants. Does not restrict learning within a time frame. Challenges are whether there is a framework, technology to support. • Rooted in Indian Ethos – Indian languages, preserving Indian arts, music and culture. It will create good work-life balance. Education cannot be simply knowledge acquired in a different language as it is not holistic. • Mindset and cultural change needed to accept online education on par with HEI. 
Dr. Meganathan • Phasing out of affiliation pattern and creating large multidisciplinary universities • Giving autonomy to institutions, gives them freedom to achieve their vision. Institution of eminence will attract students from across the globe. Institutions will have freedom to roll out their ideas whilst some may be unsuccessful. • Need clarity on classification/ bifurcation of HEI Research (PG & above),research and teaching (PhD teachers and students) and teaching (industry oriented courses) • Graded autonomy, Graded accreditation – Less experience, less autonomy and accordingly. But its vice versa for accreditation, Industry should have say in accreditation • Steps to move to multidisciplinary institution – Apply for permission, Facility and capability of institution • Curbing commercialization – Improve GER .
Prof. Ramalingam • NEP has identified separate teaching and research intensive university • Mentoring of colleges is one key point of NEP – Friction among institutes to reduce. Currently similar practice is being followed by National Medical Council, though it is different from mentoring. • Governance - Light but tight regulation – Regulations ensure we maintain at least minimal standard • Equitable opportunities to Private and Public institutions

Panel Discussion: Outcome Based Education: The Changing Paradigm

PANEL MODERATOR: Dr Sridhar (Sri) Sundaram, Dean, Kate Tiedemann School of Business and Finance. Muma College of Business, University of South Florida Sridhar Sundaram joined USF on July 1, 2016 as professor of finance and dean of the Kate Tiedemann College of Business in St. Petersburg. Previously, he served as the associate dean responsible for all graduate programs and outreach centers at Grand Valley State University's Seidman College of Business in Michigan. He was the academic director of the Executive MBA program and the full-time integrated MBA program and until 2013, he served as the chair of the finance department. During his career, Sundaram made significant contributions to the academy, receiving recognition, the “Niemeyer Award” for his outstanding teaching, research and service at Grand Valley State University. The Seidman College of Business alumni recognized his extraordinary work following the financial crisis in 2008 by awarding him the “Service Award” in April 2009. 
Dr. Sangeeth Ibrahim, Vice President- Head of Learning and Development at First Abu Dhabi Bank (FAB), UAE. Dr. Sangeeth Ibrahim works in Sharjah Islamic Bank as Vice President and Head of Learning and Development. He also serves as the Team Leader for the Dubai Quality, the Dubai Human Development and the Mohammed Bin Rashid Al Maktoum Awards constituted by the Government of Dubai. He has over 12 international certifications as well as a PHD in people excellence. As a part of his social work he has worked with students for the last 10 years through DestinationSuccessUAE, the NGO that he leads. He has received several awards for his work including the Asian HR Leadership Award and the Shaikh Hamdan Award for the distinguished family. He has spoken at several International events and conferences and has published his work in leading journals. His Mission in life is to help Organizations, People and the Community excel! He expresses his purpose in life as #MissionInspire1Million. 
Mr. Surya Prakash Mohapatra, Global Head- Talent Transformation & Global Practice Head- Learning Services, Wipro Digital Operations and Platform. Surya Prakash Mohapatra, currently the Global Head- Talent Transformation at Wipro Digital Operations and Platforms has 23+ years of experience in various leadership roles in several leading IT and ITES organizations. Prior to Wipro, he worked in HP, Microland, FirstRing, Computer Garage and a few other organizations. Surya has extensive experience in setting up and running learning and development functions for organizations in India and international locations. Surya set up the global training function for Wipro BPS which spanned across 10 locations in Brazil, Mexico, Romania, Poland, China and India. He has led leadership development, capability building and talent management efforts in various organizations. Surya brings with him a vast experience in setting up Knowledge Centers of Excellence invarious domains, defining and implementing training models for Rural BPO, Tier-III BPO etc.
Dr. Edamana Prasad, Core Member, Teaching Learning Center, IIT Madras. Dr. Edamana Prasad is a professor at the Department of Chemistry, Indian Institute of Technology Madras.He is also working as the Head of Teaching Learning Centre at IIT Madras where a group of faculty members from science and engineering departments, IIT Madras has been actively participating in organizing various activities for improving the teaching-learning process in the higher education sector of the country. Recently, MHRD has sanctioned a project amounting 4.5 crores for TLC to augment its activities. The activities of the center can be viewed by visiting https://tlc.iitm.ac.in. . 

Prof. Sundaram · It is the process that OBE brings which is important not OBE. Skills and competencies that we need to develop is the key and developing in conjunction with our stakeholders.  
Dr.Sangeeth Ibrahim · Business results expected from organization are to be known to all. Expectations to change to outcomes. Expected skills : Agility, Digital capability, Empathy · Learning to move to workflow, think about performance challenge. Corporate education to move to the point of work. Employability lab created basis 8 competencies of corporate where students were placed and assessed thereon. · Key competencies expected from students: DAL (desire to do well, ability to do well and likeability)  
Mr.Surya Prakash Mohapatra · Corporates to become like schools and provide life time learning and schools to become like corporate to provide real life experience. Education has largely been cognitive, not mere development knowledge and skills. Student to have right cognitive skills, effective skills and conflict handling skills. Learning happens when we keep our sense organs alert to receive inputs. · Stakeholder alignment: Greater collaboration and exchange of ideas. Corporate mentoring, Career counselling right from school. Corporate to set up incubation centres. · Common across globe: people are passionate about learning, want to be successful. Difference: Affinity to digital learning, Mode of delivery, strategy and deployment, language · Practical experience is lacking, non threatening environment where they can experiment fearlessly without being afraid of making mistakes. · Prepare students for skills and competencies which machines cannot perform. Future proof our students with skills that will not be irrelevant.  
Dr. Edamana Prasad · Faculty recruited basis subject knowledge and to impart teaching skills, IIT created teaching learning centre. Jargons to be removed, OBE to focus on changes in classroom and not outcome, training programs needed for teachers as part of OBE. · Training for educators: Intended learning, process and assessment. · Faculty equipped to deal with diversity, OBE to be set for course and not individual 
Q&A · Higher colleges of technology in UAE have created advisory committee consisting stakeholders from HR, various departments and consolidated performance evaluation sheets basis which they have created outcome. · Industry demand changes rapidly and not easy for educational institution to pace along. Well proofed program from industry for transfer is needed.

Panel Discussion: Addressing the Gen Z and Alpha needs in Education: A rethink needed?

PANEL MODERATOR:  Dr. Sheela Ramachandran, Pro-Chancellor, Atmiya University, Rajkot Dr.Sheela Ramachandran is the Pro Chancellor of Atmiya University, Rajkot, Gujarat. She is also one of the Directors of NISWIN FOODS, Coimbatore, for Wheat Milling, with subsidy from Min. of Food Processing Industry. She was formerly the Vice – Chancellor of Avinashilingam Deemed University for Women, Coimbatore since 23.08.2010 to 22.08.2015. She was the Principal of PSG College of Arts & Science, Coimbatore, from 2004 to August 2010 and had returned to her alma mater after 29 years at PSG. She has a total of 40 years of experience in the field of Higher Education. She completed her postgraduate degree in Foods & Nutrition in 1979 and postgraduate Diploma in Food Science & Preservation in 1977 from Avinashilingam Home Science College for Women, affiliated to Madras University and later obtained her Ph.D from Bharathiar University in 1995. She has a rich academic knowledge and teaching experience of more than 40 years.

Mr. R Varadarajan, Whole Time Director, Rajshree Sugars: He has been associated with RSCL since its inception in 1987. With a Master’s Degree in Business Management and a Master’s Degree in English Literature, he has spearheaded the project team in Rajshree Sugars & Chemicals Limited progressing from sugar to alcohol, from organic fertilizer to cogeneration of power and bio-products. He has vast experience in coordinating and managing diverse activities to execute Greenfield projects, from strategic and financial planning to technical and commercial operations. He has played a key role in the acquisition of sugar factories and integrating management cultures and operations. 
Mr. Arup Majumdar, CEO, Trariti Consulting. With 25+ years of experience in management consulting and the global consumer-durable industry, Arup brings strong skills in strategy, planning, business transformation, operational execution, multi-cultural leadership and mentoring to the table. Overcoming the disruptive challenges of 1999 (Asian financial crisis) and 2002 (SARS), he successfully navigated uncertainties. He has a B. Tech (IIT Kanpur), and an MBA (IIM, Ahmedabad). His favourite motto: "Management is an art that is the most noble of professions, if practised well." Mr. Kartic Vaidyanathan, Founder, Let's Play to Learn Kartic Vaidyanathan is a game-based learning advocate. As a part of his Play2Learn initiative, he works with corporates and educational institutions and helps them transform learning through games. Through his work, many teams have created and experienced the power of simplified, fun-filled, collaborative and engaging learning. Prior to this, he has had a 21 year corporate stint in IT Majors (Infosys/Cognizant). He is a B.Tech (IIT Madras) & Exec MBA (IIM-Bangalore) and has a certification in Gamification from Univ of Pennsylvania.

Dr.Sheela • Students are our customers and Industry is end user .
Mr.R.Varadarajan • Evolution of graduates across years- Earlier generation came with generic knowledge and were given time to settle and learn the job. Gen Z coming with super specialty and are expected to plug and play. • Effectively use AR to give students hands on training in Industry • Gen Z uses technology in a way we cannot imagine and yet teachers still teaching them what they know • Teacher can never be replaced, thereare always “Forward thinkers”  
Mr. Arup Majumdar • Gen Z wants syllabus to have inbuilt structure to improve communication skills. • “Walk the talk”, teachers to up skill  
Mr .Karthik Vaidyanathan • Gen Z is already used to connecting virtually. Faculty in general are finding it difficult to adjust to virtual teaching. • Are “digital, online and virtual” same or different • Refer to Seth Godin’s “alt MBA” curriculum, consists paradigm for new courses to adapt  

Q&A • Current disconnect in education, is only short disruption but boon in long time • Indirect impact of technology on education is the way we can use technology to de clutter information overload • Validate content in virtual learning through tools available online , research on faculty/organization etc

Panel Discussion:  Re-skilling Higher Education for the next decade

PANEL MODERATOR: Professor. George Lodorfos, Dean, Leeds Business School, Leeds Beckett University, UK . He is an electrical and electronic engineer by first degree, he holds Masters degrees in Automation and Control as well as in Innovation and Technology Management, and a PhD in Strategic Management of Research and Development. In addition, he has supervised to completion and he has examined many PhDs both in the UK and Europe and is an external examiner for two UK universities. He has extensive practical and academic experience in the field of Strategic Management, R&D and Adoption of New Technologies and Innovation. In addition, he has done extensive research and enterprise work in the areas of buyer behaviour with particular interest in online purchasing and the use of technology to enable the sustainable growth of businesses. Furthermore, he has done extensive research and enterprise work in the areas of Small Businesses Development and Growth. 
Dr Anastasia Konstantopoulou, Associate Dean, Learning & Teaching, Edge Hill University, U.K. Anastasia K obtained an MEng in Electrical Engineering and Electronics from the University of Liverpool and a PhD in Computer Science from University of Bradford for the thesis titled: “Mesoscopic Josephson Junctions and their applications in Quantum Computing”. She started her career as Lecturer in Computer Science, but soon moved into a management position. Anastasia currently works at Edge Hill University as the Associate Dean for Learning & Teaching in the Faculty of Arts and Sciences. She is responsible for the academic standards and strategic direction for the Faculty’s academic portfolio. Her research is focusing on branding, innovation in educational development and the overall student experience. 
Mr. Raghav Krishnan, Director, Liveconnections, India and Singapore: “My passion to excel in HR motivated me to start my career as HR Executive in IGGI Group managing generalist HR function for one of their BU. Then moved to a specialist recruitment role (overseas recruitment) with an established Recruitment firm, managing their Chennai & Bahrain office. Lived in Bahrain for 3 years and then landed in my present assignment. I strongly believe "A rolling stone gathers no moss" Specialties: Live with a difference, lead by example, command respect are few of my traits. I believe in making people perform. Motivate them by making them understand their potential. 
Vishnu B. G. Site Lead and Senior Lead Research, DRAUP. Experience in Management Consulting and Market Research across various verticals ranging from IT, Engineering R&D, BFSI, Retail, Telecom, Construction etc. Have worked with F-500 clients and also have owned syndicated reports focused on global and national level. Carried out different types of consulting engagements such as Digital Transformation, Market Expansion, Peer Benchmarking, Vendor Analysis, Location Analysis, Startup Landscape, R&D Landscape, Product Landscape etc .
 

Professor George Lodorfos • Cross disciplinary is way forward.
Dr Anastasia Konstantopoulo • HEI is one of stable sectors wherein skills of educators to be looked at and educational industry to rise up to situation and innovate accordingly • Student to develop skills needed and then knowledge in subject then like. Human beings are social creatures, arts and creativity when embedded in every degree brings about emotional intelligence, mental health and well being and thereby creating balance. • Reskilling : Faculty to work on their teaching skills as in todays digital world it is not important what is taught but HOW it is being taught • Unrepresented groups to be brought under purview of educational institutions with help of graduate students  
Mr. Raghav Krishnan • Institutions to equip themselves to train student’s future ready. Huge gap between what academy offers and what industry needs. • Key Skills: Search light intelligence, Trust, Adaptability and Fungibility • Digital courses to be brought along by educational institutions in partnership with leading technology organizations and collaboration with government agencies • Digital learning to come under one process, accountability to be brought in educational institutions  
Vishnu B. G • Enrolment rates are only increasing in HEI and on other side automation is increasing year on year. Corporates are continually investing on up skilling and re skilling • Base skills would be same, soft skills will continue being important and second to none including technical skills • Institutions to focus on student experience where students to be provided applied learning and to bring along digital courses • Infrastructure upgrade needed  

Q&A • B schools will continue operating even after few decades as leadership development can happen only here. Passive learning is different from action learning. Social behavior is critical than subject knowledge. • Corporates and reputed educational institutions to take up good practices to rural educational institution in order to bridge the gap.

NOVEMBER 20, 2020 MORNING SESSION

Perception of Students on Evaluation and Assessment in Higher Education : Dr Bhuvaneshwari D, Assistant Professor, Department of Humanities, PSG College of Technology 

NOVEMBER 20, 2020 AFTERNOON SESSION

Best Paper: Design Thinking As An Innovative Teaching Method For Media And Communication Courses: Dr. Suresh Kumar G , PSGCAS

NOVEMBER 21, 2020 MORNING SESSION

Best Paper:A Study On The Comparison Of Teaching-Learning And Performance Evaluation Methods Applied To Engineering Students : Siddhi Sreemahadevan , PSG Tech And Vidya G PSG Itech

So, What's Next ?

NEP notes that: 
"Some of the major problems currently faced by the higher education system in India include: (a) a severely fragmented higher educational ecosystem; (b) less emphasis on the development of cognitive skills and learning outcomes; (c) a rigid separation of disciplines, with early specialisation and streaming of students into narrow areas of study; (d) limited access particularly in socio-economically disadvantaged areas, with few HEIs that teach in local languages (e) limited teacher and institutional autonomy; (f) inadequate mechanisms for merit-based career management and progression of faculty and institutional leaders; (g) lesser emphasis on research at most universities and colleges, and lack of competitive peer-reviewed research funding across disciplines; (h) suboptimal governance and leadership of HEIs; (i) an ineffective regulatory system; and (j) large affiliating universities resulting in low standards of undergraduate education."

At the societal level, higher education must enable the development of an enlightened, socially conscious, knowledgeable, and skilled nation that can find and implement robust solutions to its own problems. Higher education must form the basis for knowledge creation and innovation thereby contributing to a growing national economy. The purpose of quality higher education is, therefore, more than the creation of greater opportunities for individual employment. It represents the key to more vibrant, socially engaged, cooperative communities and a happier, cohesive, cultured, productive, innovative, progressive, and prosperous nation. (NEP 2020).

Therefore this conference attempts to understand the current scenario, set a context as to what needs to be done at an institutional level and insights into how to prepare for the NEP over the next decade.

Finally, there is now talk of an E and X shaped professionals.  As a sample we include E here.

PSG INSTITUTE OF MANAGEMENT:
Welcome to the PSG Family of institutions of which PSGIM is a valuable member! "Let there be charity, so that other people can share my family’s prosperity” were the inspiring words from Shri P. S. Govindaswamy Naidu who laid the foundation for one of the most respected charitable trusts in the country. Nine years before an independent India emerged, this thought-seed was planted to further the cause of education and the first polytechnic was started under the aegis of the trust. That was the beginning and the acorn today is a magnificent oak tree of excellence in learning. Joy shared is joy doubled, but knowledge shared is knowledge trebled. This has been the PSG Group’s enduring philosophy. Earlier known as department of management sciences under PSG College of Technology, started in 1971, was later rechristened as a PSG Institute of Management in 1994, spurred by the onset of liberalisation of the Indian Economy. The 50+ year pedigree makes it one of the pioneering management institutes in Southern India. Active collaborations with international universities including University of Toledo,  Northern Kentucky University, Leeds Beckett University and University of Hull and a focus of quality management through international and national accreditations have meant that PSGIM has remained a leader in management education over the years.

PSG CARE:
The PSG Centre for Academic Research and Excellence was founded in October, 2015 by the PSG & Sons' Charities Trust with a mission to promote teaching excellence in all the colleges under the Trust. Toward this end, CARE will encourage the use of learner-centric pedagogical practices that facilitate effective learning. The centre has already conducted over 200 programs and has created innovative modules for faculty development, mentoring, training and inculcating best practices in teaching and learning. The core team at PSG CARE is headed by Dr. R. Rudramoorthy, the director with enriched experience in higher education by way of teaching, research and leadership. The program co-ordinator is Dr. Deepa who is an associate professor at PSG Institute of Management and with over a decade of administrative and academic experience in the field of HR .