 "Indian universities vie for global recognition")
Till 2013, Panjab University, one of India's oldest (132 years old), was content with its reach and progress. However, a letter of invitation to participate in world university rankings from the Times Higher Education (THE) magazine, changed that. As a result, Panjab University hit headlines, being ranked the topmost university in India, beating even the Indian Institutes of Technology (IITs).
The university was placed at 226 among 400 institutions worldwide in the Times Higher Education World University Rankings 2013, while IIT Kharagpur was placed at 250. The IITs - Roorkee, Delhi and Kanpur - figured in the 351-400 band. This year, the university was ranked 32nd and the top from India on Times Higher Education Asia University Rankings.
"Till last year, we were not extensively exposed to the idea of rankings. But our vice-chancellor decided that we participate. The rankings, though unsolicited, have helped us analyse our strength and weaknesses," said Lalit Bansal, chairman, Panjab University.
For instance, BITS (Birla Institute of Technology and Science) Pilani is using the rankings to measure up to national and international institutions of repute. It figured in the 201-250 bracket in the top 300 list in Asia released by Quacquarelli Symonds (QS) this May.
"While participating in the ranking exercise, we wanted to subject ourselves to examination by a third party and thereby find out the areas we are strong in and the areas we lag. We are using this as a bench-marking exercise," said Prof B N Jain, vice-chancellor, BITS Pilani.
IITs, which earlier dismissed the rankings, are also working on a strategy to improve both their reputation and standing. "IITs are leaders and many subjects that they teach. Yes, it will take a while to build global reputation and we are looking at improving our perception and ranking in the near future," said an IIT director.
The rankings were introduced by QS and THE in 2004.
"More Indian universities have begun engaging with us since the Indian government has identified our rankings as an important yardstick," said Phil Baty, editor, Times Higher Education rankings, adding that the magazine reaches out to universities based on its existing knowledge of their strengths. He adds the magazine is building the most definitive list of the world's best research-intensive global universities, so it can identify strong institutions in India based on the existing public information about their research publication output and quality.
While both QS and THE reach out to universities for data, they are open to universities contacting them to take part and submit data for analysis. "If they fit the profile, we will include them in the analysis," says Baty.
According to QS, selection of universities begins by looking at the research output of universities captured by bibliometric databases and by the nominations universities receive from the academics and employers it surveys. Additionally, it checks the respective countries' reputable domestic leagues to ensure that all the country's leading institutions are included in the evaluation.
The focus is on universities that are competitive either at regional level (as in the QS University Rankings: Asia or QS University Rankings: BRICS) or globally (as in the QS World University Rankings, the QS World University Rankings by Subject, or the QS Top 50 under 50 - the rankings of the world's best young universities).
"We recognise that universities have different missions and some are excellent institutions focusing on serving their local communities. We have considered 107 Indian universities, which according to our criteria, should be evaluated for the rankings we produce which include India (all the ones listed above)," said Ben Sowter, head of research at QS.
While many Indian universities have come a long way in terms of research, faculty, infrastructure and student quality, it is still a long road ahead and experts say the prospect of an Indian institution breaking into the global top 10 is very remote.
"It will take years of sustained investment for the Indian institutions to begin to compete on a level-playing field, which will be bound up in the more general economic development of the nation in the coming decades. India has huge potential, and at some point in the future, it is perfectly feasible to expect its universities to compete with the world's best. But at the moment, that is a long-term goal," says Sowter.
Baty agrees. "Many Asian nations are investing heavily in their university systems, and money makes a huge difference when it comes to building world-class universities, and nations like China and South Korea have got a strong head start on India. So, even if India improves other nations will be improving, too."
The weaknesses of Indian institutions in relation to the international competition are also clear. Student/faculty ratios remain very high, suggesting an under-investment in teaching resources relative to student intake.
Although the volume of published research has increased, it is still not being widely cited, suggesting it is having a limited impact in global academia. And unlike their international competitors, Indian institutions are not yet at the stage where they are able to attract high-quality international students and academics in significant numbers.
"A key challenge will be to ensure India retains its best brains. At present, too many leave India to pursue their research careers," said Baty.
The university was placed at 226 among 400 institutions worldwide in the Times Higher Education World University Rankings 2013, while IIT Kharagpur was placed at 250. The IITs - Roorkee, Delhi and Kanpur - figured in the 351-400 band. This year, the university was ranked 32nd and the top from India on Times Higher Education Asia University Rankings.
"Till last year, we were not extensively exposed to the idea of rankings. But our vice-chancellor decided that we participate. The rankings, though unsolicited, have helped us analyse our strength and weaknesses," said Lalit Bansal, chairman, Panjab University.
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From dismissing these rankings initially to using the same as a bench-marking exercise now, Indian universities, including the IITs, say the ranking exercise has become a tool for a SWOT (strengths, weaknesses, opportunities, and threats) analysis.
For instance, BITS (Birla Institute of Technology and Science) Pilani is using the rankings to measure up to national and international institutions of repute. It figured in the 201-250 bracket in the top 300 list in Asia released by Quacquarelli Symonds (QS) this May.
"While participating in the ranking exercise, we wanted to subject ourselves to examination by a third party and thereby find out the areas we are strong in and the areas we lag. We are using this as a bench-marking exercise," said Prof B N Jain, vice-chancellor, BITS Pilani.
IITs, which earlier dismissed the rankings, are also working on a strategy to improve both their reputation and standing. "IITs are leaders and many subjects that they teach. Yes, it will take a while to build global reputation and we are looking at improving our perception and ranking in the near future," said an IIT director.
The rankings were introduced by QS and THE in 2004.
"More Indian universities have begun engaging with us since the Indian government has identified our rankings as an important yardstick," said Phil Baty, editor, Times Higher Education rankings, adding that the magazine reaches out to universities based on its existing knowledge of their strengths. He adds the magazine is building the most definitive list of the world's best research-intensive global universities, so it can identify strong institutions in India based on the existing public information about their research publication output and quality.
While both QS and THE reach out to universities for data, they are open to universities contacting them to take part and submit data for analysis. "If they fit the profile, we will include them in the analysis," says Baty.
According to QS, selection of universities begins by looking at the research output of universities captured by bibliometric databases and by the nominations universities receive from the academics and employers it surveys. Additionally, it checks the respective countries' reputable domestic leagues to ensure that all the country's leading institutions are included in the evaluation.
The focus is on universities that are competitive either at regional level (as in the QS University Rankings: Asia or QS University Rankings: BRICS) or globally (as in the QS World University Rankings, the QS World University Rankings by Subject, or the QS Top 50 under 50 - the rankings of the world's best young universities).
"We recognise that universities have different missions and some are excellent institutions focusing on serving their local communities. We have considered 107 Indian universities, which according to our criteria, should be evaluated for the rankings we produce which include India (all the ones listed above)," said Ben Sowter, head of research at QS.
While many Indian universities have come a long way in terms of research, faculty, infrastructure and student quality, it is still a long road ahead and experts say the prospect of an Indian institution breaking into the global top 10 is very remote.
"It will take years of sustained investment for the Indian institutions to begin to compete on a level-playing field, which will be bound up in the more general economic development of the nation in the coming decades. India has huge potential, and at some point in the future, it is perfectly feasible to expect its universities to compete with the world's best. But at the moment, that is a long-term goal," says Sowter.
Baty agrees. "Many Asian nations are investing heavily in their university systems, and money makes a huge difference when it comes to building world-class universities, and nations like China and South Korea have got a strong head start on India. So, even if India improves other nations will be improving, too."
The weaknesses of Indian institutions in relation to the international competition are also clear. Student/faculty ratios remain very high, suggesting an under-investment in teaching resources relative to student intake.
Although the volume of published research has increased, it is still not being widely cited, suggesting it is having a limited impact in global academia. And unlike their international competitors, Indian institutions are not yet at the stage where they are able to attract high-quality international students and academics in significant numbers.
"A key challenge will be to ensure India retains its best brains. At present, too many leave India to pursue their research careers," said Baty.