Planning Glitches

 

Article link: Rural Broadband Project Lags Over Planning Glitches - The Economic Times

Extract from the article:

In the article "Rural Broadband Project Lags Over Planning Glitches," The Economic Times highlights the challenges facing a rural broadband project due to planning glitches.

The project, aimed to bring high-speed internet to rural areas, is facing delays and setbacks in its implementation. Issues such as inadequate planning, lack of coordination among stakeholders, and logistical challenges are hindering the progress of this vital infrastructure initiative.

The delay in executing this project could impact the digital inclusion and socio-economic development of rural communities, underscoring the importance of addressing these planning hurdles promptly.

My Take:

What Got Achieved?

The excerpt from my blog post "What Got Achieved?" resonates with the current situation in rural broadband planning glitches. Five years ago, I delved into estimated investments in various sectors, including digital.

The delay in the rural broadband project reflects the ongoing challenges in executing proposed investments efficiently.

This highlights the importance of proactive planning and implementation strategies to ensure timely and effective deployment of critical infrastructure projects like rural broadband.

RE: Urgent Matter

Reflecting on the urgency conveyed in my blog post "RE: Urgent Matter," the need for progress updates and timely actions is crucial in addressing delays similar to those faced in the rural broadband project.

Emphasizing the importance of tracking progress, maintaining communication, and expediting decision-making processes is key to overcoming planning glitches and ensuring the successful implementation of vital projects.

Call to Action:

To the stakeholders involved in the rural broadband project, I urge a concerted effort to streamline planning processes, enhance coordination, and prioritize efficient execution to mitigate delays.

It is essential to learn from past experiences, maintain transparent communication channels, and take proactive steps to overcome the current planning glitches.

Let us collectively work towards accelerating the rural broadband initiative for the benefit of rural communities and the overall socio-economic progress of the region.

With regards, 

Hemen Parekh

www.My-Teacher.in

Generating 2.8 million jobs: Report

 

Article link: India to host 2,200 GCCs by 2030, generating 2.8 million jobs, report says

Extract from the article:

The Zinnov-Nasscom India GCC Landscape report reveals that India currently houses 1,700 GCCs employing around 1.9 million professionals. By 2030, the country is projected to host over 1,000,000 of the total 2,000 GCCs globally.

This growth is expected to generate 2.8 million jobs, showcasing the significant impact of GCCs on the Indian employment landscape.

The report emphasizes the potential of India as a hub for global in-house centers due to its vast talent pool and supportive infrastructure.

India's attractiveness as a preferred destination for GCCs is attributed to factors such as the availability of specialized skilled professionals in technology, digital, analytics, and AI, alongside a favorable cost environment.

The increasing headcount estimates from 2 million to 4.5 million by 2030 underscore the country's evolution as a key player in the global GCC landscape.

My Take:

MNC Hiring in India

Reflecting on my previous blog post about MNC hiring trends in India, it's evident that the projected growth in GCCs aligns with the anticipated surge in hiring activities.

The prediction made regarding the expansion of talent pools and infrastructure development resonates with the current scenario outlined in the Zinnov-Nasscom report.

India's progression as a hub for GCCs signifies the proactive measures taken by the government and industry players, echoing the significance of strategic talent acquisition strategies in the evolving business landscape.

MNC Hiring in India

The emphasis on skill sets sought by GCCs and the continuous efforts to address talent shortages mirror the challenges highlighted in my earlier post.

The substantial growth projections for GCC headcounts reinforce the critical need for sustainable talent pipelines and innovative recruitment approaches.

As India positions itself as a global GCC leader, the insights shared in my blog gain relevance, emphasizing the foresight needed to navigate the dynamic employment dynamics effectively.

Call to Action:

To the policymakers and industry leaders mentioned in the article, I urge a concerted effort towards fostering a robust ecosystem that not only attracts but also retains top talent.

Emphasizing collaborations between academia, government bodies, and corporate entities can further enhance India's competitive edge in hosting GCCs. Let's collectively work towards nurturing a skilled workforce and creating a conducive environment for sustainable job creation.

With regards, 

Hemen Parekh

www.My-Teacher.in

PM Surya Ghar Subsidy

 

Article link:

PM Surya Ghar subsidy claims may move in fast lane - The Economic Times

Extract from the article:

The article sheds light on the potential acceleration of subsidy claims under the PM Surya Ghar Yojana in India. The initiative aims to boost renewable energy adoption by providing financial support to households for the installation of rooftop solar power systems.

With a significant number of applications pending verification, authorities are considering expediting the process to ensure timely disbursement of subsidies.

This move aligns with the government's push towards renewable energy and sustainable development by incentivizing clean energy solutions through targeted financial assistance.

In summary, the PM Surya Ghar subsidy scheme is poised to quicken its pace in addressing subsidy claims to promote solar power adoption among households, reflecting the government's commitment to advancing renewable energy initiatives in the country.

My Take:

Thank You, Nitinbhai Gadkariji

The blog post highlighted the importance of involving common citizens in infrastructure projects, echoing the sentiment of empowering individuals to participate in national development efforts.

Nitin Gadkari's vision to enable investments from ordinary citizens resonates with the concept of inclusive growth and community involvement in nation-building.

This parallels the essence of fast-tracking subsidy claims under the PM Surya Ghar Yojana, where citizen engagement plays a vital role in driving sustainable energy adoption.

Ditch Historical Baggage

The discussion on utilizing funds effectively to spur economic growth and innovation remains relevant in the context of accelerating subsidy disbursements for solar power installations.

Just as the blog proposed leveraging capital to support start-ups and create employment opportunities, the current scenario calls for efficient allocation of resources to support clean energy transition.

Prioritizing strategic investments in renewable energy aligns with the vision to boost economic productivity and address environmental concerns simultaneously.

Call to Action:

To the authorities overseeing the PM Surya Ghar subsidy scheme, I urge swift action in streamlining the verification and approval processes for subsidy claims.

By prioritizing efficiency and transparency, the government can enhance the scheme's impact, encouraging wider adoption of solar energy solutions among households.

Let's work together to expedite the transition towards a cleaner, sustainable energy future for India.

---

With regards, 

Hemen Parekh

www.My-Teacher.in

Finally, Sense Of Us

 

Finally, Sense Of Us

Article link: 

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Extract from the article:

The article highlights the delayed process of India's Census in 2021 due to a lack of economic data, marking the first census since 2011.

This delay underlines the challenges in capturing accurate and up-to-date information essential for effective governance and policymaking.

The significance of this census lies in its digital transformation, with an estimated expenditure of Rs 12,000 crore to establish a digital framework, including the use of a mobile app for data collection.

This transition from manual to digital data collection processes indicates a crucial shift towards efficiency and accuracy in data management for better decision-making.

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My Take:

2021-22 Budget Blues- Digital Census

"In my blog post about the digital census, I foresaw the government's substantial investment in digitizing the census process, estimated at Rs 12,000 crore.

The shift towards using mobile apps for data collection aligns with the current need for efficient and modernized data management systems.

It's impressive to see the implementation of digital solutions to enhance the accuracy and timeliness of data for the upcoming census, paving the way for more effective governance."

Census 2021: An Unprecedented Opportunity

"Reflecting on my past blog, I emphasized the importance of capturing employment data and the need for regular updates in the census process.

The introduction of a mobile app for data collection, as mentioned in the current article, resonates with the innovative approach I suggested in enabling individuals to update their personal data regularly.

This digital transformation brings a new dimension to data accuracy and accessibility, aligning with the evolving needs of a dynamic society."

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Call to Action:

To the authorities involved in India's Census 2021, including Shri Rajiv Gauba and Shri Vivek Joshi, I urge a seamless execution of the digital census process.

Enhancing public awareness about the significance of this digital transition and ensuring user-friendly interfaces for data updating can empower individuals to actively engage in this data-driven initiative.

Let's embrace this unprecedented opportunity for a more accurate and timely census outcome.

---

With regards,

Hemen Parekh

www.My-Teacher.in

NEET –UG 2026 : Shape of Things to Come ?

 

Context :

“  Centre goes into Huddle to plan 2026 NEET UG Reboot “  ..  Eco Times ..  30 Jan 2024

Extract :

The HLC report has recommended a 'Multi-Stage Testing for NEET-UG', a computer-based and multi-session exam format for all exams with over 2 lakh candidates, creation of a 1,000 strong testing centre infrastructure down to every district, besides a major overhaul of the NTA.

It was widely anticipated that NEET-UG linked exam reforms would be initiated from this academic year, with a switch to a hybrid or computer-based testing mode to ensure a 'zero error' exam.

However, the NTA recently announced NEET-UG 2025 exam as the same single day/pen and paper test, with no change in format or mode.

My Take :

By a notice, NTA ( National Testing Agency ) has instructed :

Ø  Smart Phone and Smart Watches are not allowed to be carried in Exam Halls

Ø  No other wireless communication device will be allowed in Exam Halls

Ø  Only item allowed is a transparent plastic box to carry PEN-PENCIL etc

Of course , these precautions will curtail copying to some extent

Only thing that can put a full stop to copying :

Ø  Each one of the 25 lakh examinees to get  a UNIQUE – but equally difficult – MCQ exam paper. No two examinee to ever get even one out of 200 questions as SAME / SIMILAR !

Those who cannot believe, are urged to generate a MOCK TEST ( NEET – JEE – CET -  Standard 9-10-11-12 ) by visiting >  www.My-Teacher.in

Incidentally , My-Teacher is totally FREE / needs no login / available in 26 languages / accessible on Smart Phones

 

Dear NTA :

Please implement my suggestion in NEET-UG 2026 , by asking all examinees to bring their Smart phones in exam halls.

Deliver UNIQUE exam papers on their mobiles and let them answer online from their mobiles ( - having taken repeated Mock Tests on their Mobiles, they are very comfortable with this method )  

Consider this :

By 2028 , as they enter the exam hall, you may be able to hand-out to each examinee, an AR-VR-AI enabled pair of Eye-Glasses, and deliver that MCQ exam paper on these glass-screen. They will select one of the 4 “ Answer Option “ by pressing a tiny button on the side-bar of that eye-glass  !

An AI - AGI – ASI , storm is on its way ( think DeepSeek – Qwen 2.5 – Kimi k 1.5 )

Do not try to hide your head under the sand !

 

With regards,

Hemen Parekh

www.My-Teacher.in  /  30 Jan 2025  

 

NMC process to create centralized

 

Article link: NMC initiates process to create database of all practising docs

Extract from the article:

In a significant move, the National Medical Commission (NMC) has embarked on the creation of the National Medical Register (NMR) aimed at compiling comprehensive data on over 13 lakh doctors. This database will serve various medical institutions and authorities.

The government is also planning to extend this initiative to include paramedics and other healthcare professionals. The NMR will be a central repository allowing doctors to update their qualifications, fellowships, and courses regularly.

This dynamic system will enable individuals to verify their doctor's credentials easily. Moreover, the NMC is in the process of consulting assessors and stakeholders to finalize the registration process, ensuring different levels of access to data for relevant parties.

My Take:

Dispenser Step Closer...

The foresight shown in proposing a comprehensive database for medical professionals years ago is highlighted by the current efforts of the NMC.

The idea of a centralized repository for doctors' information resonates with the concept of a dynamic register proposed earlier. Just as the NMR will enhance transparency in the medical field, the concept of a mobile app like DISPENSER, as suggested in the blog, could revolutionize the healthcare system further.

Implementing such tech-driven solutions can streamline processes and improve patient care. Initiatives like the NMR and potential apps like DISPENSER set the stage for a more efficient and accountable healthcare ecosystem.

Dispenser Step Closer...

Extending the discussion from healthcare professionals to other professions like lawyers, engineers, architects, and chartered accountants, as raised in the previous blog, emphasizes the need for a similar transparent registry system across various fields.

Just as the NMR aims to provide crucial information about doctors, replicating such initiatives in other sectors could enhance accountability and trust.

The call for a mobile app like DISPENSER underscores the potential of technology to bridge gaps between stakeholders. Encouraging the adoption of digital platforms in different sectors could lead to increased efficiency and improved service delivery.

Call to Action:

For the National Medical Commission and other relevant authorities, the proactive step of creating a comprehensive database sets a precedent for transparency and accountability in the medical field.

I urge the stakeholders involved to ensure the successful implementation of the NMR and consider expanding such initiatives to other professional domains. Embracing digital solutions like mobile apps for seamless information management can significantly enhance the quality of services provided.

Let's work towards fostering a culture of openness and efficiency in professional practices across sectors.

With regards, 

Hemen Parekh

www.My-Teacher.in

The Way for Women's Empowerment

 

Odisha Subhadra Scheme Paves The Way For Women's Empowerment

Article link: 

Extract from the article:

The 'Subhadra Scheme', introduced by Prime Minister Narendra Modi, aims at women's empowerment through financial assistance. Launched on the Prime Minister's birthday, the scheme boasts a budget of Rs 55,825 crore over five years.

It provides annual financial aid to eligible women, marking a significant step towards enhancing women's financial independence.

This initiative underscores the government's commitment to uplift and empower women, recognizing the pivotal role they play in society.

By extending financial support through the 'Subhadra Scheme', women are given the opportunity to harness their potential, contributing to their economic well-being and fostering a culture of empowerment and equality.

My Take:

BMC Says Hafta System Must Continue

In my blog post from October 2023, I highlighted the importance of continuity in systems that support community welfare.

Just like the BMC advocated for the continuation of the 'Hafta System' for the betterment of society, the 'Subhadra Scheme' in Odisha exemplifies a government initiative aimed at empowering women and fostering societal progress.

The perseverance in implementing such schemes showcases a commitment to long-term goals of upliftment and empowerment.

Call to Action:

To the policymakers and authorities involved in the implementation of the 'Subhadra Scheme' and similar initiatives, continue to prioritize women's empowerment and strive for the effective execution of schemes that promote financial independence and gender equality.

Empowerment of women is not just a social obligation but a vital step towards achieving an equitable society. Let's work together to create more opportunities for women to thrive and contribute meaningfully to the nation's development.

---

With regards, 

Hemen Parekh

www.My-Teacher.in

Profiles to Answer Questions

 

Can Graphical Profiles answer questions listed at :

Ø  https://web.archive.org/web/20080115193004/http:/www.indiarecruiter.net:80/wfrmUnansweredQusestions.aspx

 

Profile	Questions	Graph
Career History	What is his total experience? Does this match with the experience required for our position/vacancy?
	During this “total experience”, how many jobs has he changed ?
	Does he seem to be a “job-jumper” ?
	Does he seem to have stuck to the same organization for a long time? What could be the reason?
	Does he seem to have stuck at the same “Designation – Level “ for a long time ? Was he “un-promotable” ?
	He seems to have got very frequent promotions /salary-raise. Does he come through as a “Fast Track” candidate?
	Given his “Average/Longest/Minimum” tenure with the companies where he worked, how long can we expect him to stay with us ?
	He is in his current job for less than a year. Why is he keen to quit within such a short period?
	Is he platueing? i.e. rose very rapidly in early years but now seems to have slowed down.
	In terms of the size/turnover/reputation of the companies where he has worked, does he seem to have steadily “progressed”? Are there any reversals? i.e. leaving a large/organized company to join a small/family owned company.
	Has he spent his entire career in one city or is he mobile?
	Does his “Total Years of Experience” tally with his current age ? If not, does he seem to have “inflated” his experience ? Or, he should have got 20 years of experience by now, but graph shows only 12 years ! Has he failed to “list” some “unfavorable” tenures? e.g.: where his services were terminated or where the service was “temporary/contractual” ?
	Did any of the companies that he worked for, belong to his father/relative? If so, what was his designation/salary during such tenure? Was that commensurate with his qualifications/experience?
	During his career, were there any periods of “self-employment” ? If so, has he listed those in his “Career History” section? What factors made him “start/give-up” such self employment?
Salary
	He seems to have picked-up a huge salary-jump, everytime he changed jobs. What kind of salary-increase would he expect us to offer to motivate him to change ? Can we afford ? Would that upset a lot of our existing employees and demotivate them ? Would we be upsetting the apple-cart ?
	Has his salary kept pace with his rise up the career ladder ? Is his salary lagging behind/ way ahead of a majority of his co-professionals ? How does it compare with similar professionals in our organization ?
	What seems to be his “trade-off” between   a) Salary   b) Designation Level ? Would he be prepared to accept   . Same salary ( his current salary ), if offered a higher/better designation ?   . Same designation ( his current designation ), if offered a higher salary ?
Academic Inputs
	At what age did he pass   . SSC   . HSC   . Bachelor’s Degree   . Master’s Degree Do these seem reasonable ?
	What no. of years did he take to pass   . Bachelor’s Degree   . Master’s Degree Does he seem to have taken longer than stipulated period? Could he have failed once – or more?
	Were any of these qualifications obtained through “Correspondence – Course” ? or through “Part-time study” in evenings ? If so, for how long ?
	What about the educational institutions/universities that he attended? Are these recognized/reputed/accredited institutions?
	Why did he not pursue higher studies in the same institution/university ? Why did he have to go to another state/country ?
	Is there an “overlap” between   . Completion of his education, and   . Start of his first job ? If yes, how did he manage that ?
	If there is a substantial “gap” between   . Completion of his education and   . Start of his first job Then, what did he do during that period ?
	He seems to have obtained more than one degree/diploma during the same year. How did he manage that ?