Though the informal economy presently comprises 90% of the working population in our country and contributes to 60% of the GDP, it is well acknowledged that majority of the efforts to ensure skill development of the informal sector workforce have been largely outside the formal training system; Whether initiatives of the State, NGOs or private, these have been limited to one-time training programmes, traditional forms of skill-transfer through master craftsmen or training within the family/community. By this means, such training tends to be repetitive and is limited in its ability to incorporate market trends, new technologies and to enable learning in a manner that can be 'applied' to other life-spheres. On the other hand, the formal system (primarily the Industrial Training Institutes - ITIs) is unable to effectively provide even this, since it is not structured to take into account either traditional skills or emerging trends and technology.

MAYA ORGANIC's approach to skill development for the informal sector has therefore evolved taking the current scenario into account and drawing from MAYA's experience over the last 15 years of working closely with communities in slums and low-income areas on addressing structural causes of poverty. It is strongly believed that mere upgradation of skills would do little to change the situation either at work or to improve the quality of life of the informal sector workers; unless capabilities are developed so that the individual makes effective use of such skills and relates this learning to other life-spheres. The need therefore for an institutional framework to build capabilities of the informal sector workforce such that they are able to relate the skills acquired to changing market needs, utilise ongoing interactions with markets and the formal industry to further enhance their skills and capabilities; and are enabled to make conscious decisions based on critical reflection in any area of operation: at work and other life spheres. Such a framework would need to take advantage of existing skills and integrate these with newer methods and techniques.

The reality of the inseparable nature of work and life particularly for the workers, the irregularity of their work and therefore income-insecurity, makes conventional methods of classroom-based training processes, almost a futile, irrelevant and unaffordable exercise. Furthermore, the strong influence of the immediate living environment on the work-skills and life-perspectives of people in this context ensures that they remain insulated from changing skill and quality requirements of the market.

MAYA ORGANIC facilitates a continuous skill development process for the worker-owned enterprises that emphasises systemic changes for skills enhancement at the macro level and self-directedness at the group and individual level. Periodic skills audit, group reflection of orders executed, market feedback and other such ongoing processes of reflection support the groups to identify their own learning needs with regard to market requirements and dynamically respond to the same, through accessing resources to enhance skills. This approach intends to create a new learning environment, where learning and not mere qualifications/certification is promoted and where learning is institutionalised through a resource network, a learning audit system and continuous reflection within a group and between individuals. Yet, learning is sensitive to the learning needs of the individuals and groups, beginning from where they are.

Learning within this approach includes not just workplace related technical and entrepreneurial outcomes but also life skills; as it is believed that the latter is imperative for effective utilisation of learning in all life spheres. The focus of this approach is to build the capabilities of the workforce such that they are able to assimilate, synthesise, and internalise new information and opportunities, given any circumstance in which they find themselves and develop capabilities to determine the circumstances. Therefore, implying that while markets and products may still determine training needs, the workforce is not limited by the patterns set by the market but is enabled to make choices more proactively rather than involuntarily react to the market. It is believed that such a macro-level approach which takes into account markets, the formal industry, the unorganised sector and inherent interrelationships would contribute not only to skills enhancement of the unorganised sector but also to the overall development of the sector and would lend to community development.

For more on the MAYA ORGANIC approach to skill development of the informal sector, see this document (PDF format)