International Journal of Scientific Research and Modern Education (IJSRME)

Impact Factor: 6.225, ISSN (Online): 2455 – 5630

(www.rdmodernresearch.com) Volume 2, Issue 1, 2017
PLACEMENT STRATEGIES OF TOP RANKED INDIAN
MANAGEMENT INSTITUTIONS
Varun Shenoy* & Dr. P. S. Aithal**
Srinivas Institute of Management Studies, Pandeshwar, Mangalore, Karnataka
Cite This Article: Varun Shenoy & Dr. P. S. Aithal, “Placement Strategies of Top Ranked
Indian Management Institutions”, International Journal of Scientific Research and Modern
Education, Volume 2, Issue 1, Page Number 59-67, 2017.
Copy Right: © IJSRME, 2017 (All Rights Reserved). This is an Open Access Article distributed under the
Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any
medium, provided the original work is properly cited.
Abstract:
Campus Placements is one of the most preliminary parameters for measuring Higher Education
Graduation Outcome. As such, placement strategies of every such institution remain a matter of curiosity and
debate. The Government approved National Institutional Ranking Framework (NIRF) outlines a methodology to
rank institutions across the country on basis of various critical parameters. Therefore, with a view to determine
how the top-ranked institutions are successful in terms of placing total students and salary offered is studied and
analyzed through this research for arriving at meaningful inferences and interpretations. An attempt is also made
to explore the various placement strategies, industry-interaction initiatives, and interview scheduling practices of
higher ranked management institutions of India as well.
Index Terms: Placement Strategy, Campus Placements, Management Institutions & Campus Interviews
1. Introduction:
Strategy is basically a high-level plan weaved to achieve a single or multiple outcomes under uncertain
conditions. For its survival, every institution, enterprise or an organization needs a robust long-term strategy. It
is of great repute for any Institution to be ranked in Government certified body which will charter its heritage
and existential legacy. As such, The National Institutional Ranking Framework (NIRF) was approved by the
MHRD and launched by Honourable Minister of Human Resource Development on 29th September 2015. This
framework outlined a methodology to rank institutions across the country on basis of critical parameters.
Placements fell under the Graduation Outcomes Parameter. The ranked institutions were exhibited in terms of
the academic year, the total placed students and salary offered. For calculating the graduation outcomes where
placements figured, the NIRF utilized the weighted scoring methodology. Therefore, a study on strategy pursued
by the institutions which made it to the top 10 rankings are as depicted in table 1.
Table 1: List of Top 10 NIRF Ranked Management Institutions of India published in NIRF Website
NIRF
S.No Institution Name Institution Website
Ranking
I 1 Indian Institute of Management, Bangaluru www.iimb.ernet.in
II 2 Indian Institute of Management, Ahmedabad www.iimahd.ernet.in
III 3 Indian Institute of Management, Calcutta www.iimcal.ac.in
IV 4 Indian Institute of Management, Lucknow www.iiml.ac.in
V 5 Indian Institute of Management, Udaipur www.iimu.ac.in
VI 6 Indian Institute of Management, Kozhikode www.iimk.ac.in
VII 7 International Management Institute, New Delhi www.imi.edu
VIII 8 Indian Institute of Forest Management, Bhopal www.iifm.ac.in
IX 9 Indian Institute of Technology, Kanpur iitk.ac.in
X 10 Indian Institute of Management, Indore www.iimidr.ac.in
2. About Graduation Outcomes and Significance of Management School Placements:
Graduation outcome is the most pivotal criterion parameter for any business school for its survival. For
NIRF rankings, the outcomes are defined by placement and their salaries, entrepreneurship and number of
graduates who opted for doctoral further studies post their completion of the academic course. The
measurements of these criterions are the final word for concluding the performance, evaluation, appraisal and
survival of an institution. Campus placement or campus interview among graduation outcome is the most
important program conducted within educational institutes or in a common place to provide jobs for students
pursuing or in the stage of completing the programme. The major objective of campus placement is to identify
the talented and qualified professionals before they complete their education. This process reduces the time for
an industry to pick the candidates according to their need. It is a cumbersome activity and hence majority of the

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 International Journal of Scientific Research and Modern Education (IJSRME)
Impact Factor: 6.225, ISSN (Online): 2455 – 5630
(www.rdmodernresearch.com) Volume 2, Issue 1, 2017
companies find it difficult to trace the right talent. Many students do not understand the importance of
placement training that is being imparted, whether it is aptitude training or soft skills. They show the least
interest in this due to various factors viz., projects, assignments or more of activities loaded by the colleges as
part of their curriculum thinking that it is not useful. It is the responsibility of the companies training on
placement to make the students equipped on all aspects of career development along with creating a very good
impact on them which makes them feel every minute they spend in the placement training session is worth being
there and will help them in getting placed in their dream companies. Management School placements have of
recently captured the hype of media where the coverage of some coveted business school placement report
becomes a TRP (Television Rating Point) for the Media house. Concurrently, this coverage leverages the
Institution Management to increase their brand value in society's eyes and formulate premium fees structures.
Nevertheless, it is a boon for students in equipping on all aspects of career development along with creating and
a very good impact in them which makes them feel every minute they spend in the placement training sessions
and event is worth being there and will help them in getting placed in their dream companies. Participation in
campus placement events during academic semesters also educates students about realities of the job market.
The students will experience skill evaluation, technical and functional competencies required, unique selling
proposition and most importantly understand job search skills. Providing placement opportunities enhances an
institution’s reputation for graduate employment as quality placements are felt to improve student
employability, therefore institutions benefit from more satisfied students and graduates having had a better
quality experience. Placement activity outcome will lead to better Student-Faculty interactions wherein a
management graduate can get counselled by the placement officer to shape their future career choices and
options along with highlighting the areas for improvement. In theory, this also translates into better performance
at workplace based on student employment levels post their graduation. This could significantly improve the
attractiveness of the institution to prospective students, who are increasingly mindful of the value of their studies
to employers and improving their job opportunities. Supreme standard college recruitment can ameliorate a
university’s wider engagement and relationships with industry. Various opportunities like trade body
collaborations, donations and funding will pour in for further research and development. If a placement
experience is high standard, recruiters are more likely to come back year after year with additional placement
openings, as well as look for other opportunities to connect with the institution. Placements can form an integral
part of building strong foundations with local, international and regional organisations, in particular with small
and medium-sized enterprises, and large organisations with whom a variety of income-generating mechanisms
may be developed. As such, placements are mentioned in most university strategy documentation and frequently
sit alongside other kinds of activities, such as knowledge transfer partnerships (KTPs), advisory, consultancy
and work-based learning.
The graduation outcome data sourced from NIRF (National Institutional Ranking Framework) website
for the top 10 ranked schools for this study can be observed in table 2.
Table 2: Table depicting top ranked 10 institution's no. of placed students and annual average salary offered
Total No. of Annual Average Salary
Institute Rank Academic Year
Placed Students Offered (In Rupees)
2012-13 426 23,23,500
IIM - B 1 2013-14 436 29,64,000
2014-15 449 24,82,000
2012-13 440 18,14,141
IIM - A 2 2013-14 450 19,20,065
2014-15 425 20,99,746
2012-13 519 17,76,839
IIM - C 3 2013-14 513 16,02,002
2014-15 517 17,39,969
2012-13 485 15,62,000
IIM - L 4 2013-14 494 16,07,000
2014-15 506 17,80,000
2012-13 57 9,36,953
IIM - U 5 2013-14 115 11,30,177
2014-15 121 11,19,257

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 International Journal of Scientific Research and Modern Education (IJSRME)
Impact Factor: 6.225, ISSN (Online): 2455 – 5630
(www.rdmodernresearch.com) Volume 2, Issue 1, 2017
2012-13 325 12,30,000
IIM - K 6 2013-14 345 13,70,000
2014-15 349 15,22,000
2012-13 165 9,70,000
IMI – New
7 2013-14 201 8,30,000
Delhi
2014-15 228 9,28,000
2012-13 88 4,55,000
IIFM -
8 2013-14 79 4,80,000
Bhopal
2014-15 79 6,45,000
2012-13 44 8,20,000
IIT -
9 2013-14 50 7,85,000
Kanpur
2014-15 51 7,68,000
2012-13 432 12,10,000
IIM -
10 2013-14 475 12,13,000
Indore
2014-15 508 13,90,000
3. Identified Placement Strategies:
The Data analysis from websites of these institutions directs to the interpretation of following strategies
adopted.
Cohort Based Placement Faculty Team and Department: This system facilitates where faculty Team under
the leadership of each faculty member guides a host of placement council students to communicate with the
recruiters. Each single faculty in the faculty team is responsible for any one industry sector or business line
guiding the group of students for connecting with the business organizations.
Slot System: The Management Schools provide slots to companies wanting to be active in on-campus hiring.
The slot strategy enables B-schools to attract quality companies who want customized and personalized
engagements with students rather than job fair or random visits. The slot provided suits the company to tailor
make their requirements and structure their interview process.
Post a Job/Internship/Project in Institution Website: Top level institutions arrange corporate job postings in
their websites and blogs. Detailed job descriptions and videos of company culture are posted for job seekers to
explore more about the roles and responsibilities. Recruiters here benefitted with access to individuals with
higher-level skills who could bring new ideas to the company.
Access Student Resumes from College Database: Successful Institutes also encouraged companies to access
student profiles, their campus achievements and resumes from college databases. Such an exercise benefitted
corporates from screening student CV even during the academic season as a future potential hire before
arranging campus interviews and schedule interviews.
Webinar Pre-Placement Talk: In this strategy, organizations are encouraged to meet the students formally
during placement talks given by recruiters and informally during social events with senior management of
organizations as well as communicate with students through e-mail, video conferencing, podcasts and Twitter.
Senior management is invited to talk to students on organizational culture, practices, job markets and
innovations through symposiums and seminars organised on campus which become source of attraction.
Direct participation in College Job Fair or Recruitment Event: Recruiting from campus holds considerably
fewer risks than recruiting a new full-time employee from other sources in the employment market as well as
high-quality placement has the potential to groom recruits into the key staff. This placement strategy will benefit
companies over the longer term that will eventually lead the businesses and help it grow.
Conduct Direct Specific Individual Interviews: Few management schools also allow recruiters to approach
specific students, who had prior work experience in a specific domain or technology. This policy enables
recruiters to synergize students’ technical and functional skills that brought in new ideas and also as an
additional resource to the business which frequently, in turn would add significant value to the employing
organisation.
Partner with Student Club and Cells to Get Selected Specialization Students: The ranked schools’ career
development services enabled organizations to liaise with faculty members to explore possibilities of
collaborative research, case development, executive education and conducting a guest lecture in association with
various student cells and clubs. This measure facilitated various students forums to interact periodically with
corporate executives in the classroom or company office or also sometimes on video-conferencing. The

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 International Journal of Scientific Research and Modern Education (IJSRME)
Impact Factor: 6.225, ISSN (Online): 2455 – 5630
(www.rdmodernresearch.com) Volume 2, Issue 1, 2017
resultant outcome for recruiters benefitted into source young talents as per functional requirements and business
function specific internships.
Appoint MBA Student as a Fellow or Full-Time Placements – for Government, Non-Profit, NGO, and
Public-Sector Organizations: Placements form an important part of a business’s ethos, corporate social
responsibilities as well as identity by developing the skills of local students or those that are important to the
future of their industry. Supporting students to gain employability skills for Non-profit, Government Jobs and
Bureaucratic level positions have also become the part of a larger strategic goal in top Indian management
institutions. By appointing students as fellows, the non-profit or government institutions can reap their
managing skills in strategizing and implementing a plethora of programs to reach the common public. PSC,
IBPS, IAS, IPS training classes are also held for students showing interest in public sector jobs for entrance
exams and groom to dawn the roles in highly bureaucratic set-ups.
Propose a Strategic Independent Consulting Project with Students: Independent Projects allow students to
become partner with businesses on a real-time challenge of strategic importance. Students are advised by a
faculty member and receive academic credit for their final submissions. Organizations benefit from the work
performed, as well as from the opportunity to engage with students who might be a prospect for the
organization. Strategic projects may be conducted by a student working independently or in teams that ideally
range from three to five students. Each team or individual is expected to conduct research in the field, carry out
thoughtful analysis, prepare a report, and make a final presentation supported by concrete findings and
recommendations to the advising faculty and, if appropriate, to the sponsoring organization. Not all proposed
projects will materialize. However, students will respond directly to the organization on the topic that is of
prime business importance. A team will then find a faculty advisor, confirm participation directly with the
organization, and register for credit. If Companies wish to pro-actively promote an independent project to
relevant students, they may forward the project description to a relevant student club or the faculties in addition
to posting it on management school website bulletins or notice boards.
Connect with Institute's Placement Relationship Manager for a Customized Tailor Made Requirement of
the Company: The separately employed Placement Manager works on activity programming and taps
recruiting resources in association with faculties and student placement team in realizing student lifelong career
vision. The Manager takes a personalized approach to employer's recruiting strategy regardless of organization’s
size, industry, location or hiring needs. He grants access to the Business School for the organization to evaluate
the school's program structure and academic achievements. If the business schools recruit relationship managers
in a team, then each manager may be responsible for a focus area or key sector or even maybe to a geographical
location for delivering placements to the business school.
Centre of Excellence [CoE] and Corporate Research Chairs: Corporate-sponsored research chairs, set up by
corporate, banks and government departments to promote research in specific fields at business schools is also a
popular strategy harnessed by top management institutions. Research conducted by the chairs is shared with the
corporate world through research seminars, working papers and donor reports. The career aspiring students will
serve as a connecting bridge between the sponsoring companies and their schools. In exchange of matters
relating to research and development, those students depicting cutting edge knowledge, skills and attitude are
landed with career or internship opportunities.
Create Internships or Project Placement Connections: An inherent strength of a work placement during
academic semester is that it allows the employer to draw upon a temporary or permanent, and thus flexible,
source of talent during student internships or projects. Businesses often have discrete project requirements that
lend themselves perfectly to a temporary or permanent appointment, particularly for an articulate individual with
higher level skills. Such an individual can easily convert his/her internship or project into permanent job
placements. Therefore, Top B-schools have consistently expanded their relationship to industries and public
sector institution to provide internship, part-time work or projects all across the academic calendar or even post-
graduation.
Global Networking: Few business schools in the ranking were found to be networking globally with foreign
employment consultancies, overseas placed alumni, and foreign companies as well as other international
business schools. This strategy aimed at creating international visibility for placements involves being in the
global network for advanced management schools which focuses on foreign internships and projects as well as
global industry tours for sharpening the global edge among its students.
For a better understanding of the functioning of strategies, in table 3. Here, we have shown the
placement Strategies of various schools depicted in an Ideal Strategies Matrix Grid based on subjective
probability (Bayesian Probability). The Grid signifies the contribution of above identified strategies towards
each phase of student placement and career development process along with institutional progress. This
contribution is based on certainty, likeliness, unlikeliness, rarity and possibilities of the outcome.

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 International Journal of Scientific Research and Modern Education (IJSRME)
Impact Factor: 6.225, ISSN (Online): 2455 – 5630
(www.rdmodernresearch.com) Volume 2, Issue 1, 2017
Table 3: Grid depicting the relevancy of placement strategies in realizing institutional aims
Placement Strategy Matrix Grid
Student Job Student Job Placement
Student Career Student Job Placement
Placement Opportunity
Development Opportunity Creation
Facilitation Diversification
6. Direct participation in College 11.Connect with Institute's
Job Fair or Recruitment Event Placement Relationship
3. Cohort based faculty
Certain 1. Slot System Manager for a customized tailor
placement team 7. Conduct direct specific made requirement of the
individual interviews company
10. Propose a Strategic
14. Global 2. Job Posting in Institution
Likely Independent Consulting
Networking Website
Project with Students
4. Student Resume 8. Partner with Student Club and
Access from Cells to get selected
Institution's Database specialization students 13. Create Internships or Project
Possible 9. Appoint MBA Student as Placement connections
fellow for Government, Non-
5. Webinars and Pre-
Profit, NGO and Public-Sector
placement talks
Organizations
12. Centre of Excellence [CoE]
Rare
and Corporate Research Chairs
To summarize, from the above grid one has to realise that there is no unlikely outcome from the devised
strategies towards industry-interactions by the B-Schools.
4. Result Analysis and Interpretation:
The above identified strategies further lead us to determine that the NIRF top-ranked business schools,
in fact, were able to align their Student Placement goals as a strategic plan with hitherto macro institutional
goals and experience favourable operational impact during the academic years to emerge out as dominant in
rankings. Anyways, the alignment can be depicted in the table 4.
Table 4: Goal Alignment Strategy of top ranked management institutions
Institutional Goal Operational Impact Placement Goals
Student Focus Improved Employability of enrolled students Enhanced Job Offers
Parental and Society Focus Increased Brand Equity and Reputation Increase in Mean and Median Salary
Increased Employer Satisfaction
Employer or Company Focus Creation of quality Human Resource Pool
Increased Student Confidence Levels
Stakeholder Focus Self-sustaining Process Future industry collaborations
From the above table, we can ascertain that the placement goals were drawn by the institutions as a strategic
plan to meet institutional aims towards a favourable operational impact in realizing the objectives forming it as
one of their major placement strategies. To further test the viability of the identified industry-interaction
strategies to facilitate placements and their outcome as predicted in the grid, let us study the data statistics of the
total percentage of placed students in each NIRF ranked top schools during 3 academic years along with average
annual salary offered to their students (fig. 1)..
40%
Total Percentage of Placed Students

35% 2012-13
30%
25%
20%
15%
10%
5%
0%
IIM-Ahmedabad IIM-Lucknow IIM-Kozhikode IIFM-Bhopal IIM-Indore
IIM-Bangalore IIM-Calcutta IIM-Udaipur IMI-New Delhi IIT-Kanpur
Figure 1: Chart depicting total percentage of placed students for academic year 2012-13

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 International Journal of Scientific Research and Modern Education (IJSRME)
Impact Factor: 6.225, ISSN (Online): 2455 – 5630
(www.rdmodernresearch.com) Volume 2, Issue 1, 2017
From the above figure, we can observe that for the academic year 2012-13 all schools maintained an
overall till 35% of students placed at industries with IIFM-Bhopal reaching 35.77% compared to all other
business schools. IIM-Udaipur recorded the lowest among 10 with 19.45%. Normally, placement participation
by companies is influenced by factors like location of the institution, company requirements, student interest in
joining the companies post selection/offer, their policies & procedures, also a number of registered, eligible and
interested participants for placements (fig.2).
45%
Total Percentage of Placed Students 2013-14

40% 2013-14

35%
30%
25%
20%
15%
10%
5%
0%
IIM-Ahmedabad IIM-Lucknow IIM-Kozhikode IIFM-Bhopal IIM-Indore
IIM-Bangalore IIM-Calcutta IIM-Udaipur IMI-New Delhi IIT-Kanpur

Figure 2: Chart depicting total percentage of placed students for academic year 2013-14
For the academic year 2013-14, we can notice a rise in the percentage number of placed students with
IIM-Udaipur recording 39.24% in a number of their placed students. The overall figure exceeded 35% from the
previous academic year to 39.24% but did not reach 40%. In reference to the placement strategies we have
identified in this paper, the implementation of the same depends upon various controllable and non-controllable
factors existing in macro as well as the micro environment. The year 2013-14 compared to previous year
showed positive growth in a number of placed students for all top 10 ranked management institutions (fig. 3).
45% 2014-15
40%
Total Percentage of Placed Students 2014-15

35%
30%
25%
20%
15%
10%
5%
0%
IIM-Ahmedabad IIM-Lucknow IIM-Kozhikode IIFM-Bhopal IIM-Indore
IIM-Bangalore IIM-Calcutta IIM-Udaipur IMI-New Delhi IIT-Kanpur

Figure 3: Chart depicting total percentage of placed students for academic year 2014-15
Academic year 2014-15 data shows that for the first time, the percentage number of placed students
exceeded 40% to 41.29% recorded by IIM-Udaipur again. This goes on to determine us the facts that IIM-
Udaipur must have definitely been successful in the implementation of identified placement strategies as well as
their goal alignment plans. The other key factor worth noting here is that for the academic year 2014-15, all top
NIRF ranked schools ensured 30% and above growth in percentage number of placed students (fig.4).
25,00,000
Annual Average Salary offered 2012-13

2012-13
20,00,000

15,00,000

10,00,000

5,00,000

0
IIM-Ahmedabad IIM-Lucknow IIM-Kozhikode IIFM-Bhopal IIM-Indore
IIM-Bangalore IIM-Calcutta IIM-Udaipur IMI-New Delhi IIT-Kanpur
Figure 4: Chart depicting Annual Average Salary Offered for academic year 2012-13

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 International Journal of Scientific Research and Modern Education (IJSRME)
Impact Factor: 6.225, ISSN (Online): 2455 – 5630
(www.rdmodernresearch.com) Volume 2, Issue 1, 2017
From the above figure, we can see that salary offered during 2012-13 to IIM-B students dominated the
academic year with INR 23,23,500 per annum. The lowest in the league was for IIFM-Bhopal with INR
4,55,000 per annum. Salary offered however depended on students’ functional competencies and qualifications,
years of experience, professional associations and certifications taken into account by recruiters. Offered Salary
also depends on profits and growth of the corporations. The implementation and success of placement strategies
are also dependent on such factors (fig. 5).
35,00,000
2 0 1 3 -1 4
Average Annual Salary Offered 2013-14

30,00,000
25,00,000
20,00,000
15,00,000
10,00,000
5,00,000
0
IIM-Ahmedabad IIM-Lucknow IIM-Kozhikode IIFM-Bhopal IIM-Indore
IIM-Bangalore IIM-Calcutta IIM-Udaipur IMI-New Delhi IIT-Kanpur

Figure 5: Chart depicting Annual Average Salary Offered for academic year 2013-14
Academic year 2013-14 witnessed IIM-B again dominating the academic year in terms of average
annual salary offered with INR 29,64,000 per annum. The lowest was recorded by IIFM-Bhopal again with INR
4,80,000 per annum. Though it recorded the lowest among top 10 ranked institutions but observed an INR
25,000 increase from the previous year. However, IIM-B showed an increasing trend. Some business Schools in
rankings were able to secure overseas placements for their students through the application of identified
strategies through global networking where salary was offered in foreign currencies. Conversion to Indian
rupees exalted the salary denomination for these schools significantly (fig. 6).
30,00,000
Average Annual Salary Offered 2014-15

2014-15
25,00,000

20,00,000

15,00,000

10,00,000

5,00,000

0
IIM-Ahmedabad IIM-Lucknow IIM-Kozhikode IIFM-Bhopal IIM-Indore
IIM-Bangalore IIM-Calcutta IIM-Udaipur IMI-New Delhi IIT-Kanpur

Figure 6: Chart depicting Annual Average Salary Offered for academic year 2014-15
For the academic year 2014-15, we can locate from the co-ordinates of above figure that IIM-B
recorded the highest for the academic year with INR 24,82,000 per annum. This also marked its fall from
previous years for the first time. Though IIFM-Bhopal again recorded the lowest at INR 6,45,000 among all
ranked schools, it observed its rise again to INR 1,65,000 per annum. From the above diagrammatic analysis of
records formulated from NIRF website data, IIM-Bangalore secured Number 1 Rankings per graduation
outcomes calculation made applying NIRF's ranking criteria. IIM-B's increasing trend in a number of students
placed consistently from the academic year 2012 to 2015 as well as average annual salary offered to be
numerically highest among its peers contributed to the maximum output during ranking calculation to catapult
itself as the top ranking institution. Below you will find the ranking weight 0.20 calculation equation applied by
NIRF:
Graduation Outcomes = Combined Metric of Placement, Higher Education & Entrepreneurship(40) +
Metric for University Examination (15) + Median Salary (20) + Metric for Graduating students applied for top
universities (15) + Metric for no. of Ph.D. Students graduated GPHD(10)
5. Study Findings:
To further find and ascertain the pulse of the above successful strategies and determine their impacts on
outcomes, a SIPOC [Suppliers, Inputs, Process, Output, Customers] exercise was conducted to determine the
outcomes which are depicted in the table 5.

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 International Journal of Scientific Research and Modern Education (IJSRME)
Impact Factor: 6.225, ISSN (Online): 2455 – 5630
(www.rdmodernresearch.com) Volume 2, Issue 1, 2017
Table 5: Strategy identified by top ranked institutions in the form of SIPOC
Suppliers Inputs Process Output Customers
Quality Employable
Students & Training Pedagogy & Business Corporations
Admission Tests Graduates & Research
Faculty Knowledge Delivery and Firms
Output
Educated Civil Government
Quality UG Staff and Assessments &
Community and Enterprises, NGO and
Colleges Infrastructure Feedback
Social Service Non-Profit Sectors
From above table, it is absolutely clear that top ranked management institutions not only screen their
students by administering CAT at entry phase itself but also focus on quality UG Colleges for the student
population. They also input the students with solid qualified industry faculty as well as provide constant
assessment and feedback along with practical training and knowledge delivery. This master strategy of business
schools lead to quality output and placement of highly employable managers as well as meets the expectations
of the civil society, industry bodies as well as the government. Therefore to summarise, this research found that
NIRF top ranked management schools devised the master strategy discussed in above SIPOC, secondly crafted
effective goal alignment strategy as well as smartly executed industry-interaction strategic initiatives to stand on
top of graduation outcome of their respective colleges. Among the all ranked colleges, based on data statistics
discussed above IIM-Bangalore emerged out as number 1 in the rankings.
6. Conclusion:
To conclude, the graduation outcome comparison of these top 10 NIRF ranked business schools in
terms of placements, based upon prevailing industry outlook during the academic years directs us to the fact that
IIM-B surely have had its goal alignment made right to emerge as Number 1 institution or justify its rankings in
terms of placed students as well as proportion with average annual salary offered. The results exceeded
expectations crediting to the strategic industry-interaction initiatives discussed in this paper, as we observe a
consistent increase in IIM-B's placed students significantly in each academic year and the acceptance rates
improved as well due to institution's active involvement in industry interactions. Therefore, strategies adopted
by the top B-Schools ultimately helped students in their career enrichment and progression as an expectation
outcome. From institutional side, ultimately a high-quality placement should provide benefits for all
stakeholders involved and contribute towards graduation outcome. Finally, placement strategies of top ranked
management institutions in this study rationalized facts to ascertain that their higher positions in rankings owed
to innovative and dominant strategies adopted to attract and relate to business corporations and governmental
bodies.
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