Yes.

Good day, Jerome D Pearl. I'm Arjun. I've had a look through your background and your professional record. I'm interested in hearing more about your work and how you see yourself fitting in here with our faculty. Ready to start?

Yeah, so high on. So my name is Jerome Sloik. My work experience like I do have 4.8 hours of experience into HR recruitment and operations. So initially it was fully into recruitment. I was working in job roster. So for it's an recruitment process, I was in HR executive there. After that I moved to Kriya Next 12 in 2022. So from there I take over the recruitment plus operation work so. As a JD which is aligned with my experience like.

And then, uh, the recruitment position, the P rule and the compensation process as well. So these are my experience. So I do have like, uh, as I said before, like I have 4.8 years of experience completely into HR operations plus recruitment.

I do have experience on employee engagement.

Thanks for sharing that!

Good. Let's begin verifying skills now. Explain your approach to handling underperformance in employees and ensuring long-term improvement.

So approaching and handling and kind of in under performer like we'll connect with one on with with them and then we'll check the date and we'll explain them what are the skills may be developed from their end. And we need to guide them first. Like we have a policy called and performance improvement plan. So we'll first explain them what is the process and kind of thing. So after that we will check their skills like.

Or I mean like their performance based on like 3 months or like 6 month, you will see where is that deep is happening. For example, like if an employee like their last three months, their performance is very less, we need to identify that and we need to inform the user or else like the employee. So we need to connect one-on-one to explain them properly and then we need to check what are the.

Excuse me. So we need to check what are the things they need to be done like kind of and if they need any additional support or kind of an any, any what the support they needed from the employee and we need to check and we need to close over it. So these are the performance plan we can be done for the under performer employees.

Yeah.

Yeah, OK, fine. So the performance improvement plan policy is kind of and we do have a policy like the employee we identify each month there will be a performance score. The score will be kind of an how to say like if it is an 80 percentage, it will be an low performer. If it is an person, it is a 9282 or 90 percentage, there will be a good performer 100%.

Go ahead, Professor. I'm listening.

Two like 100%, uh, like, uh, how, how can you say we send over performer? So likewise, we'll be identified the performance score. So based on that, we'll check the past three months performance evaluation. If the, any employee get score below 80 percentage will come under the low performance. So we'll, uh, check their performance. If, if it is continuing for three months, we have an policy coined like 3 months continuous low performer will be.

Are all eligible for the PIP policy. So PIP is performance improvement plan. So after that you'll connect with them, we'll inform them like like the three months we'll be you're you are like on 80 percentage below. So it becomes in the performance improvement. So performance improvement policy is nothing. But to improve the performance of the particular candidate, we need to check with them as I said before, like we need to connect one-on-one with them. You need to ask support for them like what are the plans to be implement we'll identify.

Some errors of them we'll do inform the employee like where you will be lagging, so where you need support and what you need support. So we need to check with them and we need to support them. So after that this is the policy will be filed. So if it is continued for again two months, so it will be considered direct kind of an or leaving. So since these are the PAP policy.

Got it. You've explained your process thoroughly. To clarify further: in cases where an employee continues to underperform even after the Performance Improvement Plan duration, how do you ensure fairness and adherence to company policy in taking next steps?

Yeah. So like if the employee is not performing well and kind of in like 3 months ago, so before itself like while doing starting the PAP itself, you'll put an agreement like if the candidates like I'm, I'm the candidate, I'm not performing well for three months. So HR will be providing an.

Uh, agreement like, uh, after two months, if I'm not, uh, performing well, I'll be quitting the job like that. So we'll take that confirmation from them until we start the PIP process.

Yeah. So coming to the compensation, like, excuse me. So we'll check the, uh, kind of an, uh, market standard. So we'll check the markets and what is the basic plus DA we have. So after plus basic plus DA, we'll check the tenure routine. So after the tenure route, we'll check the market analysis like kind of, and, uh, what are the other companies that are giving for the same role? So for, for example, like if it is in, uh, executive level for the same industry. So we need to check for the other alternative.

Understood, having a formal agreement clearly outlines expectations and consequences, ensuring fairness and compliance. I'll proceed to the next skill verification. When evaluating compensation structures, what factors do you prioritize to ensure internal equity and market competitiveness?

So whether they're giving what, what is the basic pay for that? So it'll be like we'll be calculating from the basic to maximum and the mid. So basic is for example, if an executive getting like 10,000 is a basic and the same another industry or paying like 20,000 ascent Max and there will be a mid level like a 15,000. So we need to analyze and we need to set in composition for the particular candidate. So in in such cases like we need to analyze the market.

First parent analyzer market and we need to check the basic recipe.

You’ve emphasized market analysis and benchmarking to align with industry standards. How do you ensure fairness in compensation among employees with similar roles but different tenures or locations?

So I'll be yeah, so I'll be checking the tenurity wise plus they're skill wise. So if the location is the the people needs to be relocated. So that'll be in some kind of an there will be financial they should be needed. So for that purpose, we will prioritize only on the current location. So we not go for the other location. Obviously if you hire from the other location, you'll be we need to pay more because there'll be.

So we need to maintain. So we need to prioritize only on the people which is from the current area. So if we are not getting such candidate, we need to increase the salary compensation and we need to look out for the other location.

Yeah. So coming to the employee engagement, for example, if we are onboarding and a set of people, so we'll be connecting kind of an weekly, two days or three days like like without any leaders, we'll be handing over after onboarding, we'll be handing out to the leaders. But meeting with the employees will not allow leaders to be part in the meeting. So only HR and employees will be there. So we'll we'll be connecting with them.

I see. You've clearly factored in tenure, skills, and location-specific adjustments into your structure. Let's verify the next skill. Describe strategies you’ve used to foster employee engagement and maintain strong relations within an organization.

Uh, forum is good. Everything like kind of in, uh, your, uh, workplace work culture. And if anything, this comes under your, uh, kind of any, the discomfort is there. So kind of thing. Everything will be checking with them. We'll just connect with them and we'll be, uh, just interacting with them, which is casually not into like HR. It will be like casual and it will be there. So after that kind of an, we will, uh, inaugurate like kind of, and we can go for. Team lunch, we can engage with that.

D Check the all everything like whether the.

And for every Friday or Saturday, we can have kind of an.

Employee engagement kind of an some programs so some even we can be organized so this can improve kind of in employee engagement.

Yeah. So by connecting with them like I'll be creating one Google Form, so there'll be a survey link. So how satisfied they are with the company if if the direct interaction also some will be some kind of an introvert people might be there. So they will not be open up on that meeting. So in that case like we'll be giving an survey link that will be like anonymous so. No names will be there like they'll be giving their feedback on the engagement, whether they need to be.

You described a proactive approach focusing on regular casual interactions and team-building activities. How do you assess the effectiveness of these strategies for maintaining long-term engagement and morale?

Uh, improvise on the engagement plans or any new plans added or else like any discomfort on the engagement, she'll be getting the feedback from the employees and we'll discuss together and we'll, uh, act accordingly.

Yeah. So coming to the data part, like it should be very accurate coming to the HR as well. So coming to the onboarding, I'm just taking kind of an onboarding data. So if you're onboarding data, so it will be like personal information also will be connecting from the employee. So it should be very measure like we need, we need should be having it. It is considered a compliance like we should. It will be very delicate and we should have their, uh, information very secure. So we need to collect the data. So like data it'll be like both like soft copy and hard copies.

Excellent. You've shown thoughtfulness in gathering both verbal and anonymous feedback for better insights. We’ll move to the next skill. Can you walk me through how you’ve used data insights to inform HR decisions and measure organizational impact?

So a hard copy slightly maintain a folder, I mean like we maintain in a physical file and we kept in the locker and we have that that is 1 and it is a soft copy will be correcting directly from the employees. Like we'll create a form like they used to fill in the everything entire like their personal details. And for example, like their other pan and their bank passbook and their parents are there. So everything will be inbuilt. So these are comes under we'll be kept in the server. So we are. In in our company we are.

Uh, keeping your server. So it is very kind of and it's, it's only we have the HR, we'll have the access for usage. So it will be very secure.

You've explained robust measures for data security well. To ensure clarity, how do you use the insights derived from this collected data to influence HR policies or resource allocation?

So so collected data that can be.

In, in a secured manner, like kind of thing, like, uh, we, we, as I told, like we have a server, we have a folder in that in that folder, like we have only HR. So HR in the sense like the we have like different, OK, I mean, like different centers. But in that particular server, for example, if we have like kind of office in, so in Vellore folder HR we, we can't access for the folder, the cheetah folder in HR, we can't have the access folder below folder.

So like I should be, the data will be collected very secure manner and kept. So the data allocation sense like as I said took like example of onboarding employees. The data, whatever data I do have, it will be kept in one tracker we have, we will be maintaining some different trackers from onboarding to exit. So in between like there is a performance also you'll be capturing on that. The same for example like a candidate is joined. So we'll capture all the data from the assessment like the interview scores, interview assess.

Course so and then they're on board a date so this will be captured after that it'll goes to the performance course so after joining the candidate like what what does the performance as I said before we'll be having a monthly performance review will be there so that data also will be captured like 90 percentage or these kind of data will be captured once the candidate is exited so it'll be keeping the data kind of the exit data and what kind of exit what is the reason of the exit so. These data should be captured from the end to end.

Capturing from the candid ones on board to off board. So this is May, we'll be making some different trackers.

Understood, you’ve described a thorough process of data capture from onboarding to exit. Let me move on. What is your understanding of employment regulations and best practices in other educational institutions? How do you ensure compliance while adopting these practices?

OK, so coming to the particularly on the educational institute like best practices like kind of handle it will be engage with the more engagement activities. So the the engagement activities will come central like it should be very confidential and kind of thing like we'll have some steps to do So what to do, what to not to do so. We'll that that comes under the compliance.

So for example, like the best part, we access it before the employee engagement. So we'll be arranging an events that even should be very organized. There should be from starting to ending, it should be very organized. There should be steps in that. There should not involve any compliance issue kind of an any behavior issue kind of thing. So I'm just taking like a behavior issue for if it if it is in any kind of an event.

That that should be address code, there should be an arrangement, there should be kind of an, there should be a proper arrangement.

On that so end to end, there should be no deviation on the process.

So, uh, regulation of the education sector like, uh, will be, uh, we, we should update as a HR, we should update on the kind of an educational sector. So we need to identify what are the new, new, new thoughts and new educational things are arriving. What are the new process are coming. So we need to be very updated. We need to check on the industry. We need to analyze the benchmark before the benchmark. Like we need to analyze the industry market. What is the standard of every company, each company, what they are doing.

You’ve emphasized structured events and adherence to compliance well. To further evaluate: how do you stay updated on evolving regulations in the education sector and ensure alignment in HR policies?

So analysis is the most important on the HR sector. So we need to, uh, regularize their, uh, kind of in, uh, the policies and everything like we need to CrossFit 5, we need to every like six to seven months, we need to revise the policies. We need to, uh, like coordinate with the upper leaders. We need to, uh, intimate that what is the market is going on. Oh, like current processes kind of an old and there is a new regulation, there is an updation that is in what is outcome of that updation. So we need to. Give give us an A theoretical or as kind of an presentation to them.

Management like that that include the regulation and the improvement of the HR sectors.

Thank you for elaborating on your approach to staying informed and ensuring compliance. Let’s move forward. Can you walk me through the significance of earning a Master’s degree in Human Resource Management? How has this influenced your expertise and approach in HR?

OK. So the the significant yearning in the M Masters of our business administration like it, it is like kind of an an HR should have a master degree or master degree. They they should do some courses limit to the kind of human research so that we'll be having the end to end process kind of thing. As I said before, like as an HR, what is their roles and responsibility? We need to identify our roles and respons. And what work should we do? So what is our improvement in that? For example, if I'm starting my career as an executive, what will be my end to end process? Like I'll be starting maker as an executive and I'll go to the senior executive and I'll handle A-Team. I'll go to an assistant manager, manager kind of. So these level, what are the, what will be the roles and response? If as an executive, what's, what's my roles and responsibility? So as an assistant manager, what's my responsibility? So these kind of and HR activities and everything will be we need to, uh.

Technically learn, learning is the key to for the key for the success actually. So we need to learn, we need to learn more on HR policies and they'll be they'll be in kind of an evolving kind of an 1. So we need to we need to identify, we need to study, we need to learn, we need to learn MBA because like. Hebba is the main key for the HR like it's, it's a throughout policy as it's like controls and responsibilities. Like we need to, uh, like kind of, and, uh, kind of, and we can learn everything, entire HR policies. So what we have to do, if I go into an organization, what kind of, what kind of industry we can do? So each industry, what they are doing, what HR will do, what HR will support, how HR is defined there. So HR, like I said before, there's a recruitment process, there will be an operation process, there will be payroll process, there'll be each and.

I think I'm better on each each all the what will comes under one HR policy. So MBR is very important, MBA is very important.

Thank you, Professor. You've detailed the importance of structured learning and its application across HR domains effectively. At this stage, we've concluded verification for all targeted skills.

Thank you.

Could you elaborate on the specific teaching methods or classroom environments you've found to be the most effective in engaging students during HR-related courses?

So the effective in the sense like it should be very like we need to be it's an interactive session. So as a HR policy, it should be very interactive. It is a real time. We need to given real time example for them. So it will not like theoretical like some of this paragraph starting from the to into study, we need to mug up all the policies or HR kind of an. Kind of an if I'm taking a class to the student like I should be, I should be first thorough on the process what I or what I want to deliver to the.

Student So I to say I need to identify the student pulse So what they are I need to make the attention on them and I need to give some real time example to them. And then we we need to we need to I mean like we need to tell them to understand like how the policies, how the HR will be like if if I'm taking the classes, so how the problem will be very the student. Everyone should be very attentive on the class. So we need to. Very interactive on the class. We need to identify each and everyone to understand the process. We we should not like point out them like it should be very interactive.

And then I kind of think, uh, like one-on-one, we can take, uh, that that that that approach will, uh, comes to end class.

Yeah, so after the session, uh, I, I I'll be making a summary point like what have taken from the IT is a summary like, uh, for example, like these many topics have done covered. So these topic, what is the main point? Like the body of the content? So, uh, like two things I'll be checking. So one, I can ask the student directly, like they can approach us. So I'm, I'm, I'm in the sense like I will ask them the questions. There will be an question and answer.

Ah, I see. You're emphasizing a highly interactive and practical teaching approach, using real-time examples and understanding the students' pulse to keep the engagement high. It sounds like you're deeply committed to ensuring students grasp HR policies and concepts effectively without relying solely on theoretical material. Got it. How do you usually determine whether your students have truly understood the HR concepts or policies being discussed during these sessions?

Well, I can create an, uh, Google form, I say, as I said before, so it's not an anonymous. It will be like a name should be captured. So I'll ask the question to them. They need to be, uh, given the answer on the form. So it'll be like a question and answer session will be done either too oral or kind of a digital.

Bro you I'm like movement will be there. So after or else like or I'll ask them kind of there will be an.

Ah, I understand. So you use a blend of oral Q&A sessions for immediate feedback and tools like Google forms to gather written responses, ensuring individual accountability for understanding. It’s a solid approach to gauge comprehension while providing structure to follow up on specific concepts. What indicators do you typically look for when deciding whether the majority of your students have grasped the material well, or whether adjustments are needed in your teaching methods?

Yeah. So in that case, like we need to, we should maintain some kind of a score for each question. We'll have some scores. So we need to validate that and we need to identify the student they're grasping like the materials well or not. If not, we will identify the student who are not scored then. So we need to connect one-on-one or else like we need to gather them and then we need to. Restart all this like.

We need to ask them back off what they are not understood, so we need to again we need to explain them and we can just cope upon that.

It makes sense. Establishing a scoring system for assessments to evaluate understanding while proactively addressing gaps through one-on-one discussions or targeted reviews demonstrates a thorough and student-centric strategy. You clearly aim to ensure no student is left behind in grasping key HR concepts. Now, let’s move forward and discuss different aspects of your HR expertise.

Yeah it's a simple like a Jason it's kind of an uh, simple sensor. So uh we'll give the sensor in the meter box like kind of uh, this process is to identify. I mean like we need to give the current 2 everyone that we'll be having some shutdown or we will be having the uh lower power in our uh EB station. So uh this we need to connect with the EB station. The thing is like uh current will be there. So current 24 has current will be there. Only thing is there will be.

Professor Pearl, I noticed your project on developing "An Advanced Home Energy Management System Facilitated by Digital Mobile Telephony System with Automated Power Scheduling." Could you explain the objective behind this research and how you approached optimizing power usage within a GSM network?

Voltage fluctuations be there. So voltage fluctuation, for example, the basic will be 240 Volt will be provided for the all the home thing like the domestic uses. So the thing like why the EB station is cutting the power is like they'll they'll not be getting 240 Volt. They might be and depend the 120 Volt or 100 Volt it will be deep. So for that they want to store an energy power. So they will shut down the current and they will increase. I mean like they'll charge the.

And they will pull out to the units. So this in the sense like will be giving an indicator for example like there will be 3 indicator. So first indicator will be like it is a 240 Volt we can keep it as red color. So that will be an sensor indicator. So red color on this. So we can use every like high voltage devices, low voltage devices we can use. So there will be a low power. So low, low power at the sense like indicator that indicates. Reduce only the low low voltage devices for example.

TV should be should not use so washing machine we should not use so or it's like kind of an any any any kind of an high old high consuming power devices we should not use. So we can utilize it in like like how to say like fan we can use you can put the lights for that. So these kind of indicators will help us to 24 bar 7. There will be no power cut. So we'll be having a power off, but there will be a fluctuation in the current. So these two ident.

Into like without a power cut, we can give this to the people. So with this indicator, they should be practice on that. So they, they, they should, they should see the current indicator whether it's in red or green. So if it is in green, so we can if it's in green, they, they can use full voltage. If it is in red, we should use a low voltage. So these indicators will help the current fluctuation. So these are my main project I've done.

Thank you, Professor Pearl. Your explanation demonstrates a practical understanding of energy management within domestic spaces. How did you ensure the reliability of your sensor system in detecting voltage fluctuations? Were there any significant challenges or limitations faced while integrating the system with the EB station?

So, so the challenges which we have faced is kind of an the EB they will not as I said central government project like like no, no one will allow for the EB. So they will not tell the how many voltage they'll get. So it'll it'll be like challenges like this is an assumption kind of an project like. So as we visited an EB station, we gather the information that the current supply, how it works kind of thing. So. This is the main challenges I have, if they are OK with.

No giving what is the they they're transparently telling these many voltages we have is they we can ensure that it isn't like we have the full current or off current so this can measure the thing.

Understood, Professor Pearl. The lack of transparency and access to precise data from the EB station indeed sounds like a significant challenge. If you were to adapt this project for a classroom teaching purpose, how would you simplify the concept and make it relatable for students, especially those without a technical background in telecommunications or energy systems?

Yeah. So in such cases, like I will ask them like I'll ask them to like kind of basically I'll start from the basics. So I'll start from the basics first so so that they can understood everything. Because since you said like that, there'll be no technically the person is not technically sound. So we need to start with the basic. We need to approach them with basics like. Not not too complicated to them. So we should inform them or else we should teach them very.

Yeah, kind of and very start from the basics of how current works kind of thing. And then we need to start elaborating with the simplest, uh, thing, kind of an, uh, we, we, we should not use more technical terms. If we use more technical terms, they can't be, uh, understood on that. So we, we need to, we need to, we need to 1st understand them, what they're under understanding on the current, what are the knowledge they have on the current and we need to just implement like we, we can just start with some real time example, as I said before, so from.

Environment what they are doing from their from their experience, we need to give the examples. So in that purpose like they can easily they come to the I mean like they, they can understand the project what I'm saying.

Thank you, Professor Pearl. Incorporating real-world examples and tailoring the teaching approach by assessing students' existing knowledge is a thoughtful and effective strategy for simplifying complex concepts. It underscores your ability to make advanced topics accessible within a classroom setting.

Professor, could you outline a three-year research roadmap that aligns with the institutional goals of advancing high-impact research and generating external revenue?

So coming to the institutional thing like we need to be the three-year step as you said, the three-year step like starting from the candidate John, starting from the student joining. So we need to we, we need to be very clear on what we are teaching, OK. The first day should be the teaching and the second day should be there practical knowledge. We need to emphasize their practical knowledge. We should improve as they are lagging.

Before like we need to identify them, identify their knowledge and we need to set a goal to the student as well as as like it is an 100% we need to be, we need to do a placement. So from the student joining to the end, like 3 years, we need to be very crucial. We need to set up and process like what they're doing what, what is the backup plan if they are candidates not I mean like the student is not doing well. There is some deviation in the process. We need to identify that. So there will be an three years we.

To other each and every professor like each and every, every professor should have that trend on the student how the every tender, the educational trend, the behavior and the educational if you put too much stress on the education also it will be not good. So we need to give some kind of an engagement plan As for the three years, so for example, the first year like from Jan to December, we need to put a plan. So the exam plan as well the lease plan, the even plan, so everything.

Maybe or nice manner. So each each year at last we need to set like the student team joining the last day will be the placement the placement we need to give the placement awareness also the job awareness. We need the second year and 3rd year we need to start involving student for the projects and kind of an internship. Can we should we should teach them how job is important or how we are studying your your studies is important how view the theatrical knowledge how you can use in the.

So these should be given in the third year. So first year should be the basics and 2nd year. So we need to set a goal to the student and 3rd year we need to we need to give them a kind of an full arrangements.

Professor, your approach emphasizes a structured progression for student development, focusing on academic fundamentals, practical exposure, and placement readiness within three years. However, moving this context to your role, could you clarify how this roadmap specifically aligns with your own research goals over the same period? What milestones would you set towards high-quality publications or impactful outcomes while mentoring students?

So so the these research board like which align with my work. So I do as I said before, we need to set an expectation.

We can, we can go, go to go through the error and we can correct the errors. So these three years will be my research like each year there should be an proper process following. So there should be any, there should be not any process deviation. So this will align for everywhere even for the student, even for the management also. So the process that means should be.

So to us so while identifying any error the error makes.

Gone very keen. So other process we should follow very like, uh, we should have some structured manner like, uh, as I said before, like, uh, from the student, uh, basics to the placement. So these things there should be aligned and we also should be aligned. We should have some kind of an policy. So what to do what should not we do? And we should have some uh, Slas service level agreement like go what uh, teach proposal has to do what the student has to do so.

These things to be very specified and it should be followed.

Thank you, Professor. Your emphasis on structured processes and alignment with both student outcomes and institutional goals is noted. Moving forward, how would you mentor junior students or researchers in your lab to ensure a consistent pipeline of high-quality publications and impactful contributions in the academic domain?

So mentoring a junior student is like an mentoring our own child. So we we should not go with so high. So we need to be there. There'll be an error that I said junior thing like they, they, they surely they'll do an error. There'll be some. We need to we need to say some 10 times to them. We should have the patient on. First of all, we should have a patient before teaching for the juniors so that. We, we can. We can.

Understand their, uh, knowledge, understand their, uh, interest on the project. So, uh, we need to give the awareness of the project, uh, the outcome of the project, uh, like, and what are the learning steps and, uh, what they should have and what, what they, they should learn from the beginning. So as a junior, they will be a zero quality American at a zero knowledge on the project. So we need to tell the important of the project, why we are using and what is the outcome of the project. So, uh, these empathize the student that, I mean, like junior.

So that I can mentor a junior that how effectively.

Understood, Professor. You’ve highlighted the importance of patience and clear communication in mentoring junior students, alongside conveying the importance and outcomes of projects. One final question in this vein: how do you plan to leverage international collaborations to enhance citation metrics and boost the impact of your research on a global scale?

So coming to the international collaboration, we need to like update, for example, like we need to update on the current project. So current project if you are doing it should be an international level, not kind of an like like it, it should it should go reach to the international level. We need to like kind of you can approach them. So for for that like before approaching our project should be strong, we need to. Make the project very strong kind of and what we are doing for taking any kind of an project at relevant.

That, that, uh, can you say worldwide, not only for an, uh, for example, if you are living in India, so only Indian culture kind of and project. We should know, though, it should be like globe level project. So global project we can do, we can, uh, advertise our project. We can, uh.

We can ask for the, I mean, for if, if you are, we can, you can target the international who are, uh, specifically kind of in their searching for the like kind of an, uh, outer countries, uh, projects. So we can first identify them. So we need to target them and we need to get the attraction on them.

Interesting approach, Professor. You've emphasized targeting globally relevant projects to build strong foundations and appeal to international collaborators. Thank you for your insights. We’ll proceed with next steps.

Professor, could you describe how you would utilize an active learning model, such as the Flipped Classroom approach, to effectively engage and manage a large-enrollment course without relying on slides? Please provide a detailed implementation.

So a large engagement kind of in a large enrollment process like we need to specify from the. So we, we first of all we need to protest steps for example, like if first we need to identify like so these project like how many years kind of and how many months it should be involved. So we need to first check the tenure duty of the project. So after giving a tenuity of the project, we should not.

Starting itself, if you say like right, it will be like these many months or these many years, it's kind of kind of clocking system like the student might not be interested on that. So we need to be very specify on the project. So specify on the project what we are, what they are doing. So if we send it's a coming to the classroom like we need to be very specific on the project like what what we have to do. So what is outcome of the project so.

This project like each Y it's taking too much of time.