Dear Friends,
Out of box thinking
The power sector conventionally is understood by power generation, transmission and distribution. From thermal and hydro means of generation, it has now expanded to nuclear and renewable energy. It includes biomass, bio fuel, wind and solar energy. This sector is highly capital, technology and manpower intensive requiring large number of skilled manpower.
The biggest challenge for HR in power sector lies in attracting, acquiring, developing, retaining and nurturing the manpower along with skilling and up-skilling the existing ones to keep them relevant to the changing needs. In renewable energy segment manpower intensity is much higher than conventional energy production. Organisations engaged in conventional energy production, transmission and distribution have also not paid much attention in re-skilling and up-skilling of their existing manpower. Most of the activities including service and maintenance of distribution system in the field activities are outsourced and people engaged are not fully equipped with training on safety and functional skills causing tragic accidents and loss of human lives while on work. The new alternatives to conventional energy generation also pose critical people challenges. The challenges range from attracting fresh capable people to upgrade the skill sets of existing human resources and bringing about behavioural shifts for developing managerial competencies. For HR it is not only limited to acquiring the talent from outside but also to infuse confidence in them that there is a defined career path and growth opportunities for new as well as existing people.
The HR of this sector has to work hardly on building employer brand, sell themselves to talent and showcase the organisations as charming as others like IT/E-commerce and service industry. HR has to think out of box in this respect. It is time for divergent people strategies to equip with sufficient manpower. Solar energy sector also faces high turnover of manpower, may be due to insufficient competitive compensation and incentives or may be due to lack of training and development opportunities. People are still not fully aware about its potential growth opportunities in future because the world now prefers to go to renewable energy as quickly as possible.
There is a clear skill mismatch in availability and requirement. HR has to transform itself and converting its functions into house skill centres, making this sector as preferred choice of millennials by overhauling their people policies and processes and adapt to newer demands of market and change the work environment. There are huge employment opportunities lying in this sector in near future. HR should tap it.
Aug. 2019 cover story of this edition is all about what is happening in HR in power sector, what is required to be done to stay relevant and how organisations are doing better in this domain and making a good HR business case.
regds,
Anil Kaushik,
Business Manager -HR Magazine
B-138, Ambedkar Nagar, Alwar - 301001 (Raj.) India
Mob. : 09785585134, 07665913854
Whatsapp No. : 7665913854
http://www.businessmanager.in
From India, Delhi
181Out of box thinking
The power sector conventionally is understood by power generation, transmission and distribution. From thermal and hydro means of generation, it has now expanded to nuclear and renewable energy. It includes biomass, bio fuel, wind and solar energy. This sector is highly capital, technology and manpower intensive requiring large number of skilled manpower.
The biggest challenge for HR in power sector lies in attracting, acquiring, developing, retaining and nurturing the manpower along with skilling and up-skilling the existing ones to keep them relevant to the changing needs. In renewable energy segment manpower intensity is much higher than conventional energy production. Organisations engaged in conventional energy production, transmission and distribution have also not paid much attention in re-skilling and up-skilling of their existing manpower. Most of the activities including service and maintenance of distribution system in the field activities are outsourced and people engaged are not fully equipped with training on safety and functional skills causing tragic accidents and loss of human lives while on work. The new alternatives to conventional energy generation also pose critical people challenges. The challenges range from attracting fresh capable people to upgrade the skill sets of existing human resources and bringing about behavioural shifts for developing managerial competencies. For HR it is not only limited to acquiring the talent from outside but also to infuse confidence in them that there is a defined career path and growth opportunities for new as well as existing people.
The HR of this sector has to work hardly on building employer brand, sell themselves to talent and showcase the organisations as charming as others like IT/E-commerce and service industry. HR has to think out of box in this respect. It is time for divergent people strategies to equip with sufficient manpower. Solar energy sector also faces high turnover of manpower, may be due to insufficient competitive compensation and incentives or may be due to lack of training and development opportunities. People are still not fully aware about its potential growth opportunities in future because the world now prefers to go to renewable energy as quickly as possible.
There is a clear skill mismatch in availability and requirement. HR has to transform itself and converting its functions into house skill centres, making this sector as preferred choice of millennials by overhauling their people policies and processes and adapt to newer demands of market and change the work environment. There are huge employment opportunities lying in this sector in near future. HR should tap it.
Aug. 2019 cover story of this edition is all about what is happening in HR in power sector, what is required to be done to stay relevant and how organisations are doing better in this domain and making a good HR business case.
regds,
Anil Kaushik,
Business Manager -HR Magazine
B-138, Ambedkar Nagar, Alwar - 301001 (Raj.) India
Mob. : 09785585134, 07665913854
Whatsapp No. : 7665913854
http://www.businessmanager.in
From India, Delhi
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