Pune(Maharashtra) [India], December 2: I've seen India’s next generation of genius first-hand, and surprisingly, they’re not where you think they are. My years of mentoring confirm a costly truth: Tier 3 and Tier 4 institutions are producing brilliant, committed talent. Yet hiring systems still tend to judge them first by the name of their college rather than by their potential.
Students from Tier 3 and Tier 4 institutions often put in twice the effort to achieve half the visibility that peers from well-ranked campuses receive automatically. Whenever these students get a genuinely fair chance through open assessments, internships, or skills-based interviews, they frequently meet or exceed expectations. The problem is not a shortage of capability; it is the narrow lens through which capability is viewed
When interacting with a student, the first question should not be “Which college?” but “What can this person become in the right environment?” That is the question of potential. Ranks may show that a candidate cleared a competitive exam or secured admission, but potential shows whether the candidate can repeatedly overcome new challenges. In a world where technology, markets, and business models change rapidly, this capacity to grow is what ultimately creates long-term value for organisations.
These determined learners from (Tier 3 & Tier 4) start at a distinct disadvantage, often navigating their education with limited facilities and fewer formalised opportunities compared to their metro counterparts, resulting in a tiny ‘brand advantage’ during placement season. Despite the constraints, many of them successfully master cutting-edge tools and frameworks and build highly credible projects and portfolios, showcasing their inherent drive and technical proficiency.
For companies aiming for long-term strategic stability and unmatched performance, actively targeting this resilient talent pool is no longer an option—it is a mandatory shift.
Why do companies still crowd a few campuses?
From a recruiter's standpoint, visiting a limited set of well-known institutes is convenient. It offers access to many candidates in one place and acts as a quick quality signal to internal stakeholders. Clients and leadership also feel reassured when they see familiar campus names on hiring dashboards.
However, convenience is not the same as completeness. Many internal datasets and industry observations indicate that a significant share of high performers in sectors like technology and management come from Tier 3 and Tier 4 Institutions. (Over 30% of Apple and Nvidia employees from Tier-3 colleges, Source: https:// indianexpress.com/article/technology/tech-news-technology/one-third-apple-nvidia-employees-from-tier-3- colleges-survey-10322558/). This suggests that job performance is not confined to ranked backgrounds. The market has already begun to prove this; hiring mindsets and policies now need to acknowledge it consciously.
A practical bridge between Tier 3 and Tier 4 Institutions and top companies is a structured “train and hire” model. Instead of expecting every graduate to be fully job-ready on day one, organisations can identify promising candidates and invest in targeted training.
A robust train-and-hire approach can include skill-based shortlisting, meaningful internships or apprenticeships, and transparent conversion criteria. Such a model reduces the perceived risk of hiring from Tier 3 and Tier 4 Institutions and can transform the careers of deserving candidates who are ready to work hard for their opportunity.
One concrete, inclusive practice companies could consider is consciously allocating a specific percentage of entry-level hiring to candidates from Tier 3 and Tier 4 Institutions. This initiative is not about lowering the bar; rather, it is about widening the gates while ensuring the performance standard remains consistently high for every single candidate. The next, most promising wave of high-impact talent for India Inc. will emerge not from the usual spotlighted sources, but from smaller towns, regional colleges, and individuals who have quietly and diligently built exceptional capabilities. Ignoring this shift is like ignoring the future of India’s talent pipeline
The view expressed and Written by Dr Sagar Bhadange Deputy Director at Institute For Future Education Entrepreneurship and Leadership (iFEEL PGDM BSchool) Pune
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