Corporate participation, job conversion lag in PM Internship pilot

When the government launched the Prime Minister Internship Scheme (PMIS) in October 2024, it positioned the programme as one of India's most ambitious youth-employment initiatives. Designed to deliver one crore internships over five years across the country's top 500 companies, the scheme aimed to bridge a critical gap: millions of young Indians graduate annually with qualifications but minimal workplace experience.

The programme promised 12-month industry placements, a Rs 5,000 monthly stipend, a Rs 6,000 one-time grant, and insurance coverage. For companies, participation was framed as fulfilling corporate social responsibility commitments. For young people, particularly those outside elite institutions, it aimed at offering a structured pathway into formal employment.

A year into implementation, new parliamentary data reveals significant gaps between the scheme's ambitions and its outcomes.

Strong demand, minimal conversion

Youth response to the scheme was substantial across its first two rounds.

• Round I: 6.21 lakh applications for 1.27 lakh internship positions
• Round II: 4.55 lakh applications for 1.18 lakh positions

In total, approximately four lakh candidates filed over 10.7 lakh applications. Yet actual participation tells a starkly different story.

• Round I: 8,760 interns joined
• Round II: 7,300 joined

Combined, just 16,060 interns participated, representing 1.5% of all applicants and roughly 10% of the 1.65 lakh offers extended by companies.

This sharp attrition across the application-to-joining pipeline points to structural barriers: inadequate stipends for relocation, geographic mismatches, skills gaps, or poor alignment between candidate expectations and available opportunities.

Corporate participation plateaus

The scheme's scalability depends on sustained corporate engagement. Instead of expanding, internship postings declined modestly between rounds, from 1.27 lakh in Round I to 1.18 lakh in Round II.

Earlier reporting indicated corporate concerns about training infrastructure, stipend norms, and the administrative complexity of managing year-long internships. Parliamentary annexures show many prominent firms, including multinationals, banks, and manufacturers, posted fewer than 20 positions. Even well-known employers offered roles in the low double digits.

This creates a supply-demand imbalance: applications surge while corporate openings remain constrained across sectors.

Geographic disparities deepen gaps

Application volumes varied dramatically by state, with northern states, Uttar Pradesh, Bihar, Madhya Pradesh, Rajasthan, driving the bulk of demand. However, these regions also recorded the lowest conversion rates from application to joining, likely due to travel costs, limited urban connectivity, and stipend inadequacy.

States like Assam, Telangana, Kerala, and Odisha demonstrated stronger conversion rates. Odisha saw particularly sharp growth, applications jumped from 6,528 in Round I to over 30,000 in Round II, among the largest increases nationwide.

Smaller states and Union Territories showed minimal participation. Lakshadweep registered one application across both rounds; northeastern states recorded low double-digit numbers.

SC/ST participation reflects persistent barriers

The scheme aimed to expand workforce access for historically under-represented groups. Scheduled case and Scheduled tribe applicants constituted a significant portion of the applicant pool:

Round I: 1,24,258 SC/ST applications

Round II: 1,01,152 applications

Yet only 3,166 SC/ST interns ultimately joined, 1.4% of applicants from these groups.

This disparity suggests economic constraints, relocation expenses, low stipends, affect these communities disproportionately, underscoring the need for targeted interventions if the scheme is to achieve equitable outcomes.

The employment conversion gap

The clearest measure of programme effectiveness is whether internships lead to permanent employment.

By government data, only 95 interns across 17 companies received full-time job offers during their internship period.

The largest absorbers were financial services firms:

• Muthoot Finance: 32 hires
• Tech Mahindra: 20 hires
• Manappuram Finance: 14 hires

These 95 conversions represent 0.06% of total offers extended and 0.04% of posted internships, a negligible transition rate for a programme designed as a workforce entry bridge.

Implementation challenges overshadow ambition

India adds over a million people to its workforce monthly, and employers consistently cite inadequate practical experience as a hiring barrier. The PM Internship Scheme sought to systematize entry-level exposure, especially for youth outside metropolitan centers and premier institutions.

Application volumes confirm strong demand for structured, paid internships. However, first-year data reveals multiple operational bottlenecks:

• Economic barriers: Stipends insufficient to cover relocation and living expenses
• Geographic mismatch: Disconnect between intern locations and company concentration
• Limited corporate scale: Uneven participation across sectors and firm sizes
• Weak employment pipeline: Minimal conversion to permanent roles diminishes long-term value proposition

The trajectory from 10 lakh+ applicants to 16,000 participants and 95 job offers indicates the primary challenge is not demand but the operational and economic feasibility of implementation.

What comes next

The scheme remains in its pilot phase as it works toward the five-year target of one crore internships. Programme administrators may refine corporate incentives, adjust stipend structures, enhance training frameworks, and recalibrate regional placements.

For now, the first-year data shows the distance between policy intent and ground-level execution. It reflects a broader structural reality: while India's youth seek formal workforce entry, viable pathways remain narrow, geographically uneven, and difficult to scale without substantial private-sector commitment.

Whether the programme evolves into a transformative workforce initiative or remains constrained by implementation gaps will likely depend on a more robust second year and materially stronger incentives for employer participation.