Bridging the Skill Gap
India stands at the cusp of a transformative era in construction and infrastructure development. The nation is undertaking ambitious mega-projects that are reshaping the landscape, from Atal Setu to the intricate Mumbai Trans-Harbour Link. These projects are more than just engineering marvels; they symbolise India’s potential and ambition on the global stage. However, at the heart of these grand endeavours lies a critical factor that often goes unnoticed – the skilled workforce that drives them.
The construction industry in India is vast and diverse, encompassing a wide range of activities, from traditional masonry to high-tech construction equipment operations. While the industry is a significant contributor to the country’s GDP, it faces several challenges, particularly in terms of workforce development. A large portion of the workforce is part of the unorganised sector, lacking formal training and certification. This not only impacts the quality of work but also hinders the industry's ability to keep pace with technological advancements.
Growing demand for skilled labour
The construction and engineering sectors in India are experiencing a significant boom, driven by government initiatives like the Pradhan Mantri Awas Yojana and private investments aimed at modernising the country’s infrastructure. This boom has led to an exponential increase in the demand for skilled labour. The industry is not just building bridges, roads, and skyscrapers; it is laying the foundation for the nation's future economic growth.
“India’s ambitious growth trajectory is embarking on major mega projects that were once deemed impossible,” says SP Rajan, VP and Head of Plant and Machinery at L&T Construction. “These endeavours are not just engineering feats; they are proof of our potential—our potential of a skilled workforce.”
Vijay Kumar, CEO, Infrastructure Equipment Skill Council (IESC), is acutely aware of the scale of this demand. According to Kumar, approximately 1,00,000 pieces of construction equipment are sold annually in India. Each piece of machinery requires trained operators and technicians to function efficiently, yet the industry faces a significant shortage of skilled workers. “Even if we account for two operators per piece of equipment, we need 2,00,000 operators every year. The challenge is even greater when you consider the technicians needed for maintenance,” says Kumar.
However, much of the current workforce learns their trade informally, often as helpers on job sites. While this method has its merits, it falls short in providing comprehensive training, especially in critical areas such as safety, environmental awareness, and basic troubleshooting. The absence of formal training and certification leaves significant gaps, leading to inefficiencies, higher operational costs, and, most worryingly, compromised safety on construction sites.
“Our journey to becoming a global construction powerhouse is undoubtedly linked to the skill of our workforce,” Rajan asserts. “But this workforce is still part of an unorganised sector that forms the backbone of our industry.”
Building the future
The need for a skilled workforce has led to a concerted effort by various stakeholders to address the skill gap through targeted training programmes. IESC has been at the forefront of this movement, offering structured training programmes designed to produce well-rounded professionals. These programmes go beyond basic machine operation to include soft skills like computer literacy, financial literacy, and effective communication.
“Our aim is to create a workforce that is not just competent but also adaptable to the rapidly changing technological landscape,” says Vijay Kumar. “By incorporating soft skills into our training, we ensure that our operators are not only proficient in their tasks but also capable of growing into more complex roles within the industry.”
IESC’s training programmes are meticulously designed to cover a broad spectrum of skills. For instance, operators are trained to conduct pre-operational safety checks, perform basic troubleshooting, and understand the environmental impact of their work. This comprehensive approach ensures that workers are better equipped to meet the demands of modern construction projects, where timelines are tight, and the margin for error is slim.
Commitment to skilling
Recognising the critical need for skilled labour, corporate India is playing a vital role in this skilling revolution. Leading companies like Schwing Stetter India and Terex India have made skill development a cornerstone of their corporate strategies. These companies understand that a well-trained workforce is not just a necessity for operational efficiency but also a key competitive advantage.
S Baskar Babu, Sr. Vice-President – Training and Corporate Communications, Schwing Stetter India, explains that the company has established a world-class training institute at its factory in Tamil Nadu. “Skill development is embedded in our corporate strategy,” Babu says. “We don’t just stop at selling equipment; we ensure that our customers, vendors, and employees are thoroughly trained to operate and maintain these machines.”
Schwing Stetter’s training programmes are comprehensive, incorporating both theoretical and practical components. The company uses advanced simulators to provide hands-on training in a controlled environment. “Our training institute is equipped with state-of-the-art welding simulators and practical labs. We train not only our employees but also the operators and technicians of our clients,” says Baskar Babu.
This commitment to skilling extends to external partners as well. Schwing Stetter collaborates with state government skill development corporations in Tamil Nadu, Assam, and Uttarakhand, among others, to train unemployed youth in construction equipment operation. The company’s efforts have led to the training and certification of thousands of operators, many of whom have gone on to secure employment with leading construction firms across India.
Amol Sinha, Director, Product and Training, Terex India, echoes this sentiment. Terex has developed a robust training programme that covers a wide range of skills, from basic machinery operation to advanced topics like electric mobility and power electronics. “Training is not an afterthought at Terex; it is part of our DNA,” says Sinha. “We understand that the rapidly evolving technology in construction equipment requires continuous learning. Our training programmes are designed to keep our workforce at the cutting edge of technology.”
Terex’s approach to training is holistic, encompassing all levels of the organisation. “We provide tailored training programmes for different roles within the company, ensuring that everyone, from engineers to assembly line workers, is proficient in the latest technologies,” says Sinha. This commitment to continuous learning ensures that Terex remains competitive in a fast-changing industry.
“Our corporate partners like Schwing Stetter and Terex are not just contributing to the economy but are also playing a pivotal role in building a skilled India,” Rajan notes. “Their commitment to skilling ensures that our workforce is well-prepared to tackle future challenges.”
Role of technology in skilling
As the construction industry becomes increasingly technology-driven, the role of technology in skilling has become more prominent. Advanced technologies like augmented reality (AR), virtual reality (VR), and connected machines are revolutionising the way operators are trained, making them more efficient and better prepared to handle the complexities of modern construction projects.
Vijay Kumar highlights the importance of integrating these technologies into training programmes. “The machinery we use today is vastly different from what it was even a decade ago. Telematics, IoT, and predictive maintenance systems are now standard features in many types of equipment. Our training programmes need to evolve alongside these technologies to ensure that operators can fully utilise the capabilities of modern machinery,” he says.
IESC is already incorporating AR and VR into its training modules. These tools provide operators with realistic, hands-on experience in a controlled environment, reducing the risks associated with training on live equipment. “AR and VR allow us to simulate real-world conditions, providing operators with the experience they need without the associated risks. This is particularly valuable in a sector where practical experience is crucial,” Vijay Kumar adds.
Baskar Babu agrees, noting that these technologies are becoming integral to training programmes at his company. “We have embraced AR and VR as part of our training strategy. These tools not only enhance the learning experience but also ensure that our operators are better prepared to handle real-world scenarios,” he says.
Andrei Geikalo, Founder and CEO, MyCrane, emphasises the importance of complementing digital tools with traditional hands-on training. “Digitalisation cannot replace real training; it can only complement it. At MyCrane, we ensure that our suppliers have access to comprehensive training materials and industry guidelines. This combination of digital resources and hands-on experience ensures that crane operators on our platform meet the highest standards of proficiency and safety,” Geikalo states.
“The infusion of technology has further accelerated the learning curve, empowering workers to acquire new skills rapidly,” Rajan observes. “This translates to cost-effective project execution and adherence to stringent timelines, essential for our growth as a global construction powerhouse.”
Overcoming challenges in workforce development
Despite these advancements, significant challenges remain in the skilling landscape. Mobilising candidates for training programmes is one of the most pressing issues. The construction industry has long been seen as less desirable compared to white-collar professions, a perception that deters potential candidates. Moreover, the geographical spread of India’s infrastructure projects often requires workers to relocate, a prospect that many find unappealing.
“One of the biggest challenges we face is convincing young people to pursue careers in construction,” says Baskar Babu. “Many prefer jobs that are close to home or in urban areas. However, the reality is that most large infrastructure projects are in more remote locations, which makes it difficult to attract and retain talent.”
To address this issue, Schwing Stetter has developed a collaborative approach, partnering with local businesses and government agencies to provide on-the-job training. “By working with local players, we can offer practical, hands-on training that not only reduces costs but also makes it easier to mobilise candidates,” Baskar Babu explains.
The cost of training, particularly for advanced equipment, is another significant barrier. Training a single operator involves substantial expenses, including machine downtime, fuel consumption, and wear and tear on equipment. “Training is expensive, especially when it involves high-tech equipment. But it’s an investment that pays off in the long run,” says Sinha. To mitigate these costs, Terex has adopted a blended learning approach, combining theoretical instruction with practical experience and digital tools like AR and VR.
Ratan Lal Kashyap, President – SCM, Dineshchandra Agrawal Infracon, emphasises the importance of retaining skilled workers. “As the infrastructure sector continues to expand, opportunities for workers to move between companies increase. Retention of skilled workers is a major challenge,” he notes. To combat this, companies are implementing robust systems for career planning and employee engagement. “We need to ensure that our employees see a clear path for advancement within the company. This is key to retaining talent,” says Kashyap.
“Addressing these challenges requires innovation and collaboration,” says Rajan. “By investing in training and development, we can not only enhance employability but also drive significant productivity across the industry.”
The future of skilling in India
Looking to the future, the construction industry in India will increasingly rely on a skilled workforce capable of operating within a highly technological environment. There is a growing consensus among industry leaders that formal certification and licensing of operators, similar to what exists in the automotive industry, are essential for maintaining high standards of safety and efficiency.
HS Mohan, ex-CEO, IESC, advocates for the introduction of a licensing system for construction equipment operators. “Just as you need a license to drive a car, you should need a license to operate heavy machinery. This would ensure that only qualified individuals are allowed to handle equipment, significantly improving safety on construction sites,” says Mohan.
The idea of licensing is not just about improving safety; it’s also about professionalising the workforce. “Licensing would give operators a recognised qualification, which could open up more opportunities for them both in India and abroad,” Mohan adds. This approach aligns with the broader goal of creating a globally competitive workforce, capable of meeting the growing demand for skilled labour in international markets.
The international potential of India’s skilled workforce is vast. As countries around the world continue to invest in infrastructure, the demand for skilled workers is on the rise. With the right training and certification, Indian workers could compete for jobs in these markets, providing them with new opportunities and contributing to the country’s economic growth.
Mohan also emphasises the need for a more integrated approach to skilling, one that aligns with global standards. “There’s a huge opportunity for our skilled workers to find employment abroad. If we can align our training programmes with global standards, we can open up a wealth of opportunities for our workforce,” he says. This would not only benefit individual workers but also enhance India’s reputation as a hub for skilled labour.
Road ahead
India’s infrastructure boom presents a unique opportunity to build a workforce that is not only ready for the future but also capable of leading it. By investing in skill development, embracing technological advancements, and fostering collaboration between industry and educational institutions, India can create a workforce that is well-equipped to handle the challenges of modern construction. The path forward requires a concerted effort from all stakeholders, but the rewards—both for the industry and the nation—are well worth the investment.
As the country continues to scale new heights in infrastructure, the importance of a skilled workforce cannot be overstated. It is the backbone of India’s growth, driving the nation towards a prosperous and sustainable future. The vision of a “Skilled India” is not just about meeting the immediate needs of the construction industry; it’s about laying the foundation for a stronger, more resilient economy that can compete on the global stage. The journey is challenging, but with the right strategies in place, India is well on its way to becoming a global leader in infrastructure development, powered by a workforce that is as skilled as it is ambitious.
-KARTHIK MUTHUVEERAN
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