One of the most persistent puzzles I see in conversations with young graduates, faculty members, and corporate hiring teams is this: why do so many well-qualified students struggle to find roles that match both their expectations and their training? In India, for instance, only about 42.6% of graduates are considered employable. That number is more than a statistic, it signals a structural issue.
If we care deeply about young talent, and more importantly, their value to the country’s economy, we need to address this gap with urgency and rigour. What exactly do we mean by employability? It isn’t simply being hired. It means that graduates have the knowledge, skills, and mindset to succeed in a challenging and evolving world. It means they can learn, unlearn, and adapt while staying resilient. And it means organizations find value in their day-to-day work, not just in their credentials. If academia and industry continue to run onseparate tracks, the young professionals wehope for often end up stalled at the starting line.
The roots of the divide
On the academic side, several elements contribute to this gap:
Outdated curriculum: Many higher education institutions still teach as though the workplace has stood still in the pre-covid era. The pace at which mindsets, technology,business models have transformed, education curriculum and methodologies have not.
Theory based learning: Our institutions are still focusing on theories, longer lectures,same old standardised assessments, with limited industry exposure leaving studentsunprepared for practical challenges.
Insufficient soft-skill training: Technical skill set is there in the books and class rooms but the real challenge is to prepare young professionals with soft skills as they oftenstruggle with communication, stakeholder management, teamwork, and adaptability.
Faculty and infrastructure limitations: We have progressed a lot in terms of AI,automation, so to cope up with today’s market place, faculty may lack new age industry experience; labs and practical environments are often inadequate.
On the industry side, challenges look different but are equally significant:
Employers expect “job-ready” graduates but often find new hires require extensive hand holding, mentoring and guidance.
The rapid pace of technological and organisational change means that yesterday’s knowledge isn’t enough for today’s workplace.
Industry frequently views academia as detached, while simultaneously underinvesting in bridging that gap.
What academia can learn from industry
Bring real-world relevance into classrooms: When students work on actual businessproblems, they learn to think critically, communicate effectively, and apply theory with context.
Focus on adaptability, not just academic achievement: Being able to pick up new tools,collaborate across functions, and handle ambiguity defines success today. Classroomsshould mirror the unpredictability of workplaces. Interdisciplinary group projects,
simulations, and reflective exercises can build this agility.
Build continuous feedback loops: Professors need to spend time in business environments in the form of short sabbaticals, internships, or as consultants. This immersion allows teachers to refresh content and return to campus with new industry knowledge.
Provide substantive internships and experiential learning: An internship isn’t a check-off formality. When designed carefully with mentors, project objectives, and reflection periods, it boosts students’ job preparedness.
Enable placement cells as bridges to careers: Placement centers need to transition from employment boards to career bridges monitoring student performance after placement, continually monitoring industry trends, and adjusting training programs in response.
What industries can learn from academia
Firms usually seek “ready-made” employees, but each new entrant needs the room to develop. Investing in early-career mentoring, systematic onboarding, and rotational assignments builds loyalty and resilience.
Industry has the pulse of the type of skills that matter today and what will matter tomorrow. By co-designing courses, leading projects, and supporting faculty development, businesses can shape graduates who are prepared and relevant.
Organisations can partner with institutions to establish learning ecosystems with sponsored laboratories, innovation competitions, and workshops can initiate early interaction and mutual trust.
When business, recruitment, and training teams operate in silos, organisations lose
actionable information. Feedback loop among them ensures continuous learning for the
company and for the colleges that provide it.
The intersection: Where change happens
Closing this gap is not about sweeping reforms, it’s about sustained conversation andcollaboration. These are some ways that academia and industry can collaborate meaningfully:
Joint curriculum reviews: Organize biannual workshops where universities and employers examine current content and gaps.
Apprenticeship models: Blend classroom study with hands-on projects. Undergraduate work-integrated programs provide students with valuable, paid experience.Track outcomes, not just placements: Universities should measure success beyond job offers by tracking how their alumni perform six or twelve months into work.
Regional collaborations: Employability gaps are not uniform. Local partnerships between smaller colleges and nearby businesses can create context-specific training modules.Modular and micro-learning opportunities: Allow students to earn micro-credentials on
specific job skills co-created by industry experts.
Soft-skill and mindset labs: Jointly run communication, ethics, and problem-solving labs that focus on how to work with others, not just what to work on.
Pitfalls to avoid
Do not make industry presentations or visiting lectures tick-box exercises. Incorporate them into the teaching calendar, not as an afterthought.
We should be talking and teaching about trends but educating about “AI” or “blockchain” in a vacuum benefits nobody if critical thought and ethics are not included.
Steer clear of sameness. A metro college with access to corporate ecosystems and a rural college with limited resources require different playbooks.
Don’t gauge employability based solely on compensation. Preparedness, flexibility, and growth path are more important.
What you can do tomorrow
If you lead an academic institution, invite local employers for a “skills audit.” Ask them: What do you expect from a new hire in their first 90 days? Then, redesign one course or workshop based on those answers.
If you represent an organisation, adopt a nearby college. Spend a few hours each quarter co-designing projects, mentoring students, or training faculty. The return on that time is often greater than another hiring campaign.
For both sides to develop a shared list of outcomes every graduate should achieve:technical fluency, teamwork, ethical reasoning, adaptability, and communication. Then,decide who takes the lead on which.
Why this matters
India is at a pivotal moment. Millions of young people are entering the workforce each year. If even half are not ready for work, the human, social, and economic cost is immense. When fresh graduates walk into organisations unprepared, it chips away at their confidence and wastes potential.
But when academia and industry work as partners, we don’t just create employees, we create a force that will propel the economy into the next orbit, a set of professionals who understand purpose, culture, and contribution. That’s the foundation of a sustainable
workforce.
A strong partnership also builds inclusivity. Academia brings depth, research, and rigour. Industry brings speed, relevance, and accountability. When these strengths intersect, learning becomes dynamic and employability stops being a checkbox and starts becoming a continuum.
We don’t need perfection today. We need progress. Let’s start with one classroom, one internship, one collaborative workshop at a time.