Dear Friends,
Out-of-the-box thinking.
The power sector conventionally is understood as power generation, transmission, and distribution. From thermal and hydro means of generation, it has now expanded to nuclear and renewable energy, including biomass, biofuel, wind, and solar energy. This sector is highly capital, technology, and manpower-intensive, requiring a large number of skilled personnel.
The biggest challenge for HR in the power sector lies in attracting, acquiring, developing, retaining, and nurturing the workforce, along with skilling and upskilling the existing employees to keep them relevant to the changing needs. In the renewable energy segment, manpower intensity is much higher than in conventional energy production. Organizations engaged in conventional energy production, transmission, and distribution have also not paid much attention to reskilling and upskilling their existing workforce. Most activities, including service and maintenance of the distribution system in the field, are outsourced, and the personnel engaged are not fully equipped with training on safety and functional skills, leading to tragic accidents and loss of human lives while at work. The new alternatives to conventional energy generation also pose critical people challenges, ranging from attracting fresh capable individuals to upgrading the skill sets of existing human resources and bringing about behavioral shifts for developing managerial competencies. For HR, it is not only limited to acquiring talent from outside but also to instill confidence in them that there is a defined career path and growth opportunities for both new and existing employees.
The HR of this sector must work diligently on building an employer brand, selling themselves to talent, and showcasing the organizations as appealing as others in industries like IT/E-commerce and the service industry. HR needs to think outside the box in this respect. It is time for divergent people strategies to equip with sufficient manpower. The solar energy sector also faces high turnover of manpower, perhaps due to insufficient competitive compensation and incentives or due to a lack of training and development opportunities. People are still not fully aware of its potential growth opportunities in the future as the world is increasingly shifting towards renewable energy.
There is a clear skill mismatch between availability and requirement. HR needs to transform itself and convert its functions into in-house skill centers, making this sector the preferred choice of millennials by overhauling their people policies and processes and adapting to newer market demands and changes in the work environment. There are significant employment opportunities in this sector in the near future, and HR should capitalize on them.
The August 2019 cover story of this edition is all about what is happening in HR in the power sector, what needs to be done to stay relevant, and how organizations are excelling in this domain, making a strong HR business case.
Regards, Anil Kaushik, Business Manager - HR Magazine
B-138, Ambedkar Nagar, Alwar - 301001 (Raj.) India
Mob.: 09785585134, 07665913854
WhatsApp No.: 7665913854
Website: http://www.businessmanager.in
**Location**: Delhi, India
business manager hr magazine, e-commerce, hr magazine, employment opportunities, service industry, work environment, Country-India, City-India-Delhi,
From India, Delhi
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181Out-of-the-box thinking.
The power sector conventionally is understood as power generation, transmission, and distribution. From thermal and hydro means of generation, it has now expanded to nuclear and renewable energy, including biomass, biofuel, wind, and solar energy. This sector is highly capital, technology, and manpower-intensive, requiring a large number of skilled personnel.
The biggest challenge for HR in the power sector lies in attracting, acquiring, developing, retaining, and nurturing the workforce, along with skilling and upskilling the existing employees to keep them relevant to the changing needs. In the renewable energy segment, manpower intensity is much higher than in conventional energy production. Organizations engaged in conventional energy production, transmission, and distribution have also not paid much attention to reskilling and upskilling their existing workforce. Most activities, including service and maintenance of the distribution system in the field, are outsourced, and the personnel engaged are not fully equipped with training on safety and functional skills, leading to tragic accidents and loss of human lives while at work. The new alternatives to conventional energy generation also pose critical people challenges, ranging from attracting fresh capable individuals to upgrading the skill sets of existing human resources and bringing about behavioral shifts for developing managerial competencies. For HR, it is not only limited to acquiring talent from outside but also to instill confidence in them that there is a defined career path and growth opportunities for both new and existing employees.
The HR of this sector must work diligently on building an employer brand, selling themselves to talent, and showcasing the organizations as appealing as others in industries like IT/E-commerce and the service industry. HR needs to think outside the box in this respect. It is time for divergent people strategies to equip with sufficient manpower. The solar energy sector also faces high turnover of manpower, perhaps due to insufficient competitive compensation and incentives or due to a lack of training and development opportunities. People are still not fully aware of its potential growth opportunities in the future as the world is increasingly shifting towards renewable energy.
There is a clear skill mismatch between availability and requirement. HR needs to transform itself and convert its functions into in-house skill centers, making this sector the preferred choice of millennials by overhauling their people policies and processes and adapting to newer market demands and changes in the work environment. There are significant employment opportunities in this sector in the near future, and HR should capitalize on them.
The August 2019 cover story of this edition is all about what is happening in HR in the power sector, what needs to be done to stay relevant, and how organizations are excelling in this domain, making a strong HR business case.
Regards, Anil Kaushik, Business Manager - HR Magazine
B-138, Ambedkar Nagar, Alwar - 301001 (Raj.) India
Mob.: 09785585134, 07665913854
WhatsApp No.: 7665913854
Website: http://www.businessmanager.in
**Location**: Delhi, India
business manager hr magazine, e-commerce, hr magazine, employment opportunities, service industry, work environment, Country-India, City-India-Delhi,
From India, Delhi
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