Why 100% Placement is just a Myth & Why top management fails to understand it.
Dr. Dhivya Kiran
TEDx Speaker | Social Work Professor | Public Relations Officer | Clinical Case Manager | Placement Officer| Public Speaker
In the realm of higher education, particularly in institutions that pride themselves on career-oriented programs, there is an ongoing expectation that placement officers should achieve a 100% placement rate. However, this notion is far from reality. As someone who served as the Placement Officer at St. Joseph’s University (formerly St. Joseph’s College) for eight years, I have firsthand experience of the complex dynamics of student employability. While placement officers work diligently to bridge the gap between academia and industry, the top management often imposes unrealistic expectations that fail to consider the ground realities of recruitment processes.
The Reality of Student Diversity
Every college comprises a diverse set of students. Some excel academically, scoring well in every semester, while others struggle due to various reasons, including personal challenges, financial constraints, or different learning paces. A third category includes students who, despite their best efforts, fail to meet the stringent eligibility criteria set by companies. Most organizations impose strict percentage cut-offs, often requiring candidates to have a minimum of 60% or even 70% in their academics, with no history of backlogs. This automatically disqualifies a section of students from the hiring process, making 100% placement an impossible feat.
Industry Expectations vs. Institutional Aspirations
Companies hire based on specific skill sets, aptitude, and communication abilities, among other factors. They seek candidates who align with their organizational culture and business needs. Unfortunately, the top management of many educational institutions tends to overlook these industry-specific requirements. Instead, they operate with the assumption that all students should be placed regardless of their qualifications or suitability. This misalignment creates undue pressure on placement officers, who are expected to deliver unrealistic results without considering the industry's evolving demands. How many Colleges are sure that their Syllabus meets the requirements of the job force?
The Role of Placement Officers & Their Challenges
As a Placement Officer working directly with the industry, I have witnessed the complexities of the hiring process. Companies prioritize merit, skill, and experience, making it challenging to place every student. While placement teams make continuous efforts to upskill students through training, mock interviews, and resume-building workshops, the final selection always rests with the recruiters. Despite this, top management often disregards these constraints and holds placement officers solely accountable for placement statistics. The lack of a pragmatic approach leads to unnecessary blame and unrealistic institutional goals.
The sad part is that in my eight years of experience as a Placement Officer, all those who advised me were never placement officers themselves, yet they believed they knew everything. Top management must learn to listen, learn to understand, and learn to support. Their role should be to facilitate the placement process rather than dictate unrealistic expectations. If they truly wish to improve student employability, they must engage with placement officers and industry experts to gain practical insights rather than imposing uninformed directives.
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In one meeting, the Chancellor of St. Joseph's University asked me for my placement record. When I told him that only about 500 students were placed and the rest had either a backlog or did not meet Industry criteria, he told me that all students must be placed irrespective of their qualifications, as he sits on many boards where colleges claim 100% placements. How can students who have backlogs be placed? How can students with percentages lower than the required cutoff be placed? Will any college, for that matter, where I worked, hire someone who has a backlog? This is how people at the top talk, and when their unrealistic ideas do not bear fruit, you are labeled a non-performer. Miranda House the Top 1 College as per NIRF Ranking places only 88 to 125 students each academic year with over 1500 graduating over the stipulated period of time. Hindu College which secured 1st Rank among colleges in 2024 NIRF ranking placed only 185 students out of 1177 who were graduating that academic year. St. Xaviers College, Kolkata placed only 481 out of 1413 students, which Loyola Chennai only placed 495 out of 2105. St. Stephens College Delhi placed 86 students and 4 among PG students (2020-21). Ramakrishna Residential Mission College placed 4 students (2020-21). PSGR Krishnamal College, Coimbatore placed 362 students (2020-21). Among top Universities in India, the IISC Bangalore in the academic year 2024 placed 4 students.
So to all the Top Management show us the formula for 100% Placement since you have a lot of experience.
Bridging the Gap: A Need for Realistic Placement Policies
To improve the placement ecosystem, educational institutions must adopt a realistic and flexible approach. Instead of pushing for 100% placements, they should focus on skill development, industry collaborations, and internship opportunities that enhance employability. Additionally, top management must engage with placement officers to understand the challenges and constraints they face rather than imposing impractical expectations.
The myth of 100% placement persists due to a lack of awareness about industry hiring standards. While institutions aim for high placement rates to enhance their reputation, they must acknowledge that not every student is eligible or ready for immediate employment. The focus should be on equipping students with the necessary skills to navigate the job market effectively. Only through collaboration and a realistic approach can institutions truly support both their students and placement officers in achieving meaningful career outcomes.
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