Biannual Admission Policy Is A ‘Positive Change’

Dr. Vidula Sohoni, Principal of Pune’s Bharati Vidyapeeth College of Engineering shares her journey and vision for the institution, while stressing on the importance of global collaboration. “Global collaboration is essential for enhancing the standards of our institute.” She discusses the college’s initiatives to align with industry advancements, support student mental health, promote diversity, and achieve strategic goals to transform it into a world-class institution dedicated to social transformation through dynamic education in an interview with Education Post’s Prabhav Anand.

Q. You have had an illustrious career in academia and administration. Could you share with our readers a bit about your background, your journey in the field of engineering education, and what motivated you to take on the role of Principal at Bharati Vidyapeeth’s College of Engineering?

I graduated from Government College of Engineering, Pune, in 1983, where I was the gold medalist and rank holder at Pune University. After working in the industry for four years, I felt a strong pull towards contributing to education. This led me to transition into academia, where I upgraded my qualifications by completing a PhD. I joined Bharati Vidyapeeth College of Engineering and served as the Head of the Department for 20 years.

Over the years, as an Assistant Professor, Professor, and Head of the Department, I identified many areas for improvement and positive changes in our educational system. My motivation to become Principal was driven by the desire to implement these changes and contribute significantly to the betterment of our students. This role has provided me with the opportunity to lead and make a meaningful impact on the education and overall development of our students.

Q. Engineering education is continually evolving to keep pace with industry advancements. How does the institution ensure that its curriculum remains relevant and aligned with the latest industry standards and technological trends?

Our college, as a constituent unit of a deemed university, has the flexibility to update our curriculum as needed. We leverage this advantage to stay current with industry and technological changes. We gather feedback from industry experts, alumni, and employers and incorporate it into our curriculum updates. Industry professionals are also members of our Board of Studies and actively participate in our educational activities, ensuring our curriculum remains industry-relevant.

We ensure that our students are proficient in the necessary software for their technical subjects, eliminating the need for external training. Our curriculum includes industry-required software, so students are well-prepared upon graduation. Additionally, we have made in-plant and industrial training integral parts of our curriculum, giving students practical insights and experience before they enter the job market.

We also offer skill development and vocational courses, along with unique industry-taught courses. These courses are partially taught by our faculty and partially by industry professionals, allowing students to learn directly from experts and interact with industry leaders. This approach not only keeps our curriculum aligned with industry advancements but also enhances our students’ employability, reflected in our strong placement records.

Q. The University Grants Commission (UGC) recently introduced a biannual admission policy to enhance the flexibility and inclusivity of higher education. How do you perceive this change impacting engineering colleges?

The biannual admission policy is a positive change, aligning with global practices where admissions are offered in two semesters, spring and fall. However, for our institute, being a deemed university, we need to obtain the necessary permissions to implement this policy. Moreover, it’s crucial to ensure we have sufficient faculty and infrastructure to support these biannual programs.

Another consideration is the industry’s recruitment schedule. Companies typically have a defined period for placements, and a biannual admission policy would require them to adjust their hiring cycles accordingly. Simply teaching and producing engineers isn’t enough; we also need to ensure they are placed in suitable jobs. Therefore, the industry’s capacity to accommodate biannual graduates must increase in tandem with this policy.

Q. The mental health of students, especially in rigorous programs like engineering, is a growing concern. What measures and support systems does your institution have in place to address the mental health and well-being of its students?

We have a robust support system for our students that addresses their mental, academic, and financial health. Our mentor-mentee system assigns a Guardian Faculty Member (GFM) to each class, who acts as a local guardian for the students. The GFM monitors their academic performance and is available for students to discuss any issues freely.

If a student faces psychological issues, the GFM refers them to our appointed counselor. The counselor provides professional help to address and resolve these issues. For financial problems, we have a dedicated cell that assists students in finding and applying for scholarships and loans.

Our mentor-mentee system ensures comprehensive support for students, covering academic, psychological, and financial aspects, thereby taking due care of their mental health and overall well-being.

Q. With the advent of digital learning platforms and AI-driven educational tools, how is Bharati Vidyapeeth incorporating technology to enhance the learning experience for engineering students?

Our institute has established several MOUs with various industries. These collaborations enable industry experts to deliver lectures and provide hands-on training for our students. We conduct workshops and training programs where students gain practical skills relevant to their fields. For example, we have an MOU with CDAC, and 24 of our students recently completed their training there.

Industries also conduct workshops, site visits, and training sessions at our campus, ensuring our students are well-versed in the latest technologies. It is mandatory for each department to conduct at least one student training program per semester, ensuring continuous exposure to industry advancements. This approach keeps our students updated with the latest technological trends and enhances their learning experience.

Q. Engineering fields have historically been male-dominated. What initiatives have you undertaken to promote diversity and inclusion within its engineering programs?

I acknowledge that engineering has traditionally been male-dominated, but the scenario is gradually changing. When I became an engineer 30 years ago, there were very few female students. Today, we see an increasing number of female students, especially in computer-related branches, with over 20% female students on our campus.

To promote diversity and inclusion, we have established a separate Women’s Cell that conducts various programs focusing on security, advancement, and education for female students. We organize training sessions and invite women entrepreneurs, police officers, and legal professionals to mentor our students. We also take necessary security measures on campus, such as installing CCTVs and adequate lighting, to ensure our female students feel safe. These efforts have contributed to a steady increase in the number of women enrolling in our programs.

While some engineering disciplines like civil and mechanical engineering still pose challenges due to their demanding work environments, emerging fields like computer science and AI offer more conducive working conditions for women. This shift allows women to pursue successful careers while maintaining a balance between their professional and personal lives.

Q. Global collaboration can significantly enhance the quality of education and research. Could you discuss any partnerships or collaborative efforts with international institutions that your college is involved in?

Global collaboration is essential for enhancing the standards of our institute. We prioritize establishing exchange programs with international universities for both students and faculty. Our college has several notable international MOUs. For instance, we have partnered with North Carolina A&T State University and Tokushima University in Japan. Under these MOUs, our students have completed semesters and PhD programs abroad.

We have also hosted international conferences, inviting keynote speakers and chairpersons from global universities, providing significant exposure for our students and faculty. Recently, we signed MOUs with Kanto Gakuin University in Yokohama, Japan, and Universidad Tecnológica Metropolitana in Chile. These agreements facilitate faculty exchange programs, enabling our faculty members to complete their PhD work and present papers abroad. One of our faculty members even delivered a keynote address at Kanto Gakuin University.

Additionally, our students can engage in research projects with these international universities, gaining valuable technological insights and global exposure through these collaborations.

Q. What are the primary goals and strategic visions for Bharati Vidyapeeth’s College of Engineering? How do you plan to position the college to meet the challenges and opportunities of the future engineering landscape?

The vision of Bharati Vidyapeeth’s College of Engineering is to be a world-class institute for social transformation through dynamic education. To achieve this, we have set several strategic goals. One key objective is to organize faculty development programs in collaboration with industry to enhance our faculty’s skills. We also focus on identifying socially and economically relevant areas in emerging technologies, enabling our faculty to conduct interdisciplinary research with various organizations.

Our institute collaborates with the medical college, hospital, homeopathic college, and dental college within our university. This allows our faculty to engage in interdisciplinary research, particularly in areas like artificial intelligence and robotics in healthcare. Additionally, we aim to strengthen our collaboration with industry and research organizations. For example, we work with Central Water and Power Research Station, DRDO, and ARAI. Our students benefit from these collaborations by engaging in project work with companies like Tech Mahindra.

We also provide training and consultancy services, promoting interdisciplinary research among our faculty. Our goal is to transform our institution into a research-focused entity with strong industry ties, ensuring our students receive the latest technological knowledge. This approach enhances their employability and prepares them for higher education. I’m proud to say that our placement rate has been consistently around 90% over the past three years, earning us awards for best engineering college for placement and outstanding institute in engineering education.