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The DCT (dM Curve Tube) Theory

‘The corporate and the academia, across all sectors, are actually interacting from the two ends of a curved see through tube, consequently leading to minimal transparency in operations, needs and customization; thereby generating substantial talent-demand-supply gap across various sectors.’


* The DCT Theory is a trademarked theory. Hence publishing, copying and reproducing it without appropriate reference to dM C2C will draw legal consequences.

Thus the present industry academia talent demand supply positioning can be visualized from the adjacent illustration. The line separating the corporate and the academia is known as the line of interception (L) which determines domain of governance for both. The arm of the tube on the corporate side depicts the talent demand and the arm of the tube on the academia side depicts the talent supply. The curve in the tube or the degree of ambiguity / certainty can be measured by q, Angle of Certainty, which varies from 0 to 180 degrees. When q = 0 we have the worst case with maximum uncertainty between the demand and the supply. When q = 180 we have the ideal case with corporate demand and the academic supply being truly met.

As clear from the illustration, the real academia actually sees the virtual corporate due to the curve and the real corporate actually sees the virtual academia, thereby developing a gap in the talent demand-supply. Hence the talent demand-supply gap (G) can be visually seen as the distance the real corporate and the virtual academia which is equal to the distance between the real academia and the virtual corporate.

The degree of curves in the corporate and the academic region is determined by the coefficients of flexibility µ1 and µ2, respectively. The value of µ1 and µ2 can vary from 0 to 1. A few parameters affecting corporate coefficient of flexibility (µ1) are transparency in sharing its detailed work requirement, work culture, specific functional skills sought, career growth offered, existing and cutting edge technologies with academia (faculty and the student fraternity). Similarly a few parameters affecting academic coefficient of flexibility (µ2) are willingness to absorb corporate requirements, customizing course curriculum to serve specific sectors and flexibility in facilitating corporate involvement in the education process.

Worst Case
The worst case when q = 0 and the gap (G) is infinite can be seen across various sectors in some specific disciplines. Most of the talent demand-supply scenario today falls between the two extreme cases.












Ideal Case
Ideally there should have been no curve in the tube connecting the corporate and the academia. In such case q = 180 and the gap (G) is zero. Such a case is practically non existent.

To address the talent demand supply gap, it can now be clearly seen from the DCT Model that if corporate increase their flexibility to µ1 = 1 but if academia flexibility µ2 = 0 then the talent demand-supply gap can definitely be checked and lessened but it cannot be minimized. The same holds true vice versa.

Hence it becomes imperative that the flexibility to customize and the transparency in operations have to come from both the corporate and the academia. Only then we can find truly practical and effective solutions to the grave talent demand-supply gap that shadows most of the sectors today from IT to retail, telecommunications to manufacturing, aviation to infrastructure, etc.

The Road Ahead
In order to address the key issues of talent creation and acquisition the DCT Model suggests combined efforts from the academia and the industry to keep the values of coefficients of flexibility µ1 and µ2 close to 1 so that q approaches zero. This can be achieved through the following:

Increasing awareness about the talent demand supply gap that exists across sectors in the academia and the industry. Academia should be convinced that employability or absorption of graduates can be increased if talent demand is addressed appropriately.

Increased brainstorming between the corporate and the academic stalwarts regarding the existing trends of talent demand-supply

Making prominent and effective customizations to the academic curriculum to make it more industry-oriented.

Direct Corporate Academia Partnership Programs should be launched to address the demand with full throttle. Infact a handful of them have already started. TIBCO Software Inc and the International Institute of Information Technology, Pune, have announced an academic partnership where TIBCO will provide the Institute with its business integration software at no charge, to ensure the necessary skills, training and knowledge transfer.

Faculty skill upliftment and industry orientation programs should be promoted. Corporate should be willing to expose the faculties to their technologies. This will also address the dearth of efficient faculties the country is facing presently.

Effective utilization of web based learning to train students could be one of the cost effective way to promote talent’s inclination to company’s key technologies. Also the companies can brand themselves through such video conferencing seminars and address the talent pool regarding their workforce requirement trends. This, in turn, would also

Increasing industry internships for students. This would also ensure a both way assessment to identify the fit-to-work quotient.
Introducing parallel industry-oriented courses and programs, which would enable smooth corporate transformation.

Apart from technical competence, students should also be made aware of the tremendous significance of behavioral skills for corporate sustainability. Introduction of soft-skills and personality transformation / customization programs at college levels would prove to be extremely instrumental for them to bag jobs by enhancing their communication skills and corporate adaptability.

A significant shift of focus from ‘Tier I’ cities to ‘Tier II’ and ‘Tier III’ cities, could offer an unprecedented solution to the problem.

Effective talent creation, mapping and acquisitions services of third party vendors can surely put icing on the cake.

With such industry academia partnerships gaining momentum, the dM Curve Tube Theory surely promises to promote the initiative through greater and clearer understanding of the talent demand-supply gap. The scope of the study is not limited and is open for all creative minds to brainstorm and improvise.

   
   
 
   
 
 
 
 
 
 
 
 
 
 
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