Beyond Training: How Apoorve Malviya Built E-Herex Into a Workforce Transformation Organisation
For Apoorve Malviya, skill development is not simply about putting people through training programmes. It is about what happens afterwards—whether a skill leads to employment, income and greater economic independence. That philosophy has helped E-Herex grow from a Bhopal-based enterprise into a workforce development organisation spanning more than 18 states and impacting over 112,000 learners.
The Real Measure of a Skill
A training certificate can be easy to count.
A changed livelihood is harder to measure.
That distinction sits at the heart of E-Herex Technologies and the journey of Managing Director Apoorve Malviya.
Established in Bhopal in 2008, E-Herex has evolved across technology, services, skill development and workforce solutions. But its most significant transformation came when the organisation moved into the skills sector and began addressing a problem that continues to affect India's employment market: people may be looking for jobs while businesses struggle to find people with the right skills.For E-Herex, the answer was not simply to train more people.
It was to create a connection between skills and opportunity.
Starting With the Problem
E-Herex describes its approach as “ground-up.”
Instead of arriving with a predefined programme and asking organisations or communities to fit into it, the company starts by understanding the problem, engaging stakeholders and designing solutions around actual needs.
That philosophy has shaped its work across skill development, vocational training, digital literacy, employability and workforce management.
The logic is straightforward.
A programme can be technically well designed and still fail if it does not match what employers need or what learners can realistically apply.
E-Herex therefore focuses on practical, scalable solutions that bridge the gap between strategy and execution.
From Skill Centres to a National Footprint
The scale of the company's evolution is visible in its journey.
After entering skill development in 2011, E-Herex expanded its institutional relationships and was subsequently empanelled with multiple Sector Skill Councils, state skill missions and central government departments. It later partnered with the National Skill Development
Corporation (NSDC) and expanded its training programmes across multiple sectors.
By 2015, the organisation reported more than 200 skill centres and 400 digital literacy centres.
Today, its website reports coverage across 18+ states, more than 1,206 digital literacy centres, over 112,317 students trained and more than 89,853 students placed.
Those numbers demonstrate scale, but they do not fully explain the business.
The more important question is what connects training to employment.
Where Training Meets the Labour Market
E-Herex has built multiple layers around the skills ecosystem.
Its Shram Connect platform, for example, is designed to connect employers with skilled manpower while helping job seekers find relevant opportunities. The platform supports job postings, candidate matching, recruitment drives, market surveys and career counselling.
That makes the company's role broader than conventional vocational education.
It is increasingly operating at the intersection of education, talent and employment.
The organisation also provides workforce-management services covering temporary and permanent staffing, local talent acquisition, global talent sourcing and remote-working talent.
The evolution is significant.
Instead of stopping when a learner completes training, E-Herex has developed capabilities that can continue along the employment journey.
A Business Built Around Outcomes
For Apoorve Malviya, the company's greatest achievement is not necessarily the number of candidates trained.
It is what those numbers represent.
E-Herex describes its impact in terms of families whose futures can change when someone gains a skill, secures employment and achieves greater financial independence.
That perspective changes how success is defined.
The organisation's work includes programmes supporting rural and semi-urban populations, women, disadvantaged communities and young people, alongside initiatives focused on digital literacy and employability.
In this model, skills are not treated as an end in themselves.
They are a mechanism for improving economic participation.
Building Through Partnerships
Large-scale workforce development cannot be built by one organisation working alone.
E-Herex's growth has therefore involved partnerships with government bodies, NSDC, Sector Skill Councils, employers and other institutions.
The company has participated in programmes including PMKVY, Recognition of Prior Learning, Seekho Aur Kamao, NAPS and other government-linked initiatives.
These partnerships have helped the organisation extend its reach while connecting its programmes with broader workforce and livelihood objectives.
The approach also reflects one of E-Herex's core principles: alliances can multiply impact.
Surviving Disruption Through Technology
The company's ability to adapt was tested particularly sharply during COVID-19.
When conventional training environments were disrupted, E-Herex says it continued its programmes by emphasising technology and unconventional delivery methods.
The experience reinforced something that had already become part of the organisation's identity: technology was not merely another service offering. It could also be an enabler for access to education and employment.
That adaptability has since become part of a broader model combining physical infrastructure with digital platforms.
From Skills to Workforce Transformation
Today, E-Herex operates across several interconnected verticals, including Skills & Livelihood, Workforce Management, International employment, E-Governance and blended services.
That diversification reflects a larger shift in the company's identity.
It is no longer simply a training provider.
It is building an ecosystem around the movement of people from learning to employability to employment.
Its international division, for example, focuses on connecting Indian job seekers with overseas opportunities and initiatives such as technical intern and skilled-worker programmes.
The common thread remains the same: identifying capability, developing it and connecting it to opportunity.
Building for Tomorrow's Workforce
Apoorve Malviya's leadership sits within a larger E-Herex philosophy of continuous improvement, adaptability and inclusive growth.
The organisation's stated vision is to help create a future that belongs to “tomorrow's leaders and today's beginners.”
That is ultimately what makes the E-Herex story more interesting than a conventional corporate growth story.
The company's numbers show scale.
Its partnerships demonstrate reach.
Its expanding workforce solutions demonstrate commercial evolution.
But the underlying ambition is human.
In a labour market where technology is changing jobs, industries and required skills at an accelerating pace, the organisations that matter may be those capable of helping people keep moving forward.
E-Herex is building its position around that challenge.
And for Apoorve Malviya, the most meaningful measure of that journey may remain simple: not how many people completed a programme, but how many found a new direction because they did.
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