"Sectoral Diversity Has Been A Key Aspect Of Our Talent Management Strategy," Ruhie Pande

Today, the Renewable Energy sector has to be receptive to incorporating workers from diverse backgrounds into its fold. There is vast opportunity for individuals to enhance their earning potential by transitioning into energy-related roles through retraining initiatives. Ensuring that the shift towards clean energy fosters improved working conditions, inclusivity, and supports communities affected by the transition is a key focus.

To lay deeper emphasis on this aspect, Ruhie Pande, CHRO, Sterlite Power and Serentica Renewable will be sharing a detailed analysis on how training and development in the Renewable Energy Sector is leading to investing in employees' growth and skill enhancement. 

1. How can organisations effectively mitigate the shortage of skilled and highly skilled professionals within the renewable energy sector?

Within a sector as dynamic and rapidly progressing as renewable energy, attracting highly skilled individuals is of paramount importance. According to a global report by the International Renewable Energy Agency, employment in the renewable energy sector is expected to increase to about 40 million jobs worldwide by 2050. This makes talent development all the more important. 

Unfortunately, with large number of job opportunities available, we are facing a shortage of individuals with specialised skills. In order to mitigate this, it is necessary to invest in the growth of employees. Organisations need to recognize that as the industry evolves and the roles become more nuanced, creating domain experts is critical. The responsibility does not end at acquiring talent; it extends to nurturing and developing them.

The International Energy Agency’s World Energy Employment (2023) Report in the updated Net Zero Emissions by 2050 Scenario, projects 30 million new clean energy jobs to be created by 2030. This suggests a significant shift towards clean energy employment. This means that there is a critical need for organizations to get creative to find the right talent, and develop varied Learning & Development programs that effectively train their workforce. 

 At Sterlite Power, sectoral diversity has been a key aspect of our talent management strategy. Currently, we have a diverse representation of 35+ sectors within our employees.
 
 Further, we are also growing talent internally by striving for excellence in the experience, exposure, and education that we provide. For instance, our PM Next program aims to develop project managers equipped with functional and leadership capabilities in the areas of Cost, Finance, Contract, SCM, and D&E.
 
 

2. How do initiatives such as internal mobility and job rotation contribute to the training and development of employees?
 
 Strategically connecting the right talent with the right role can empower individuals to unlock their true potential and significantly impact organisational success. Therefore, your learning and development programs should not only focus on building expertise but also prioritize identifying employee skills and aligning them with the role best suited for their talent. When employees feel seen and valued, their productivity and engagement levels rise. Moreover, regular workforce movement within a company can foster an environment of knowledge-sharing and collaboration – both qualities crucial to developing a highly productive workforce.

Initiatives like internal mobility and job rotation significantly contribute to the training and development of employees within organizations. By providing opportunities for employees to explore different roles and departments, these initiatives facilitate skill enhancement, career development, and adaptability. Through cross-functional collaboration, employees gain diverse perspectives and foster innovation. Moreover, job rotation aids in identifying and nurturing future leaders. The emphasis on continuous learning and career progression fosters employee engagement and retention, underscoring the organization's commitment to investing in its workforce. 

At Sterlite Power, we have one of the highest internal mobility rates in the industry, at 25 per cent. This shows that employee growth is not just a superficial goal but something that we dedicatedly work towards. We’ve also achieved a 20 per cent internal mobility rate at Serentica Renewables. We also offer our high-potential employees incentives such as ESOPs and other financial rewards along with development support, motivating our team to continuously work on skill development. The impact of creating such opportunities for growth is clearly visible when looking at employee retention: we retain an impressive 96 per cent of our top talent. 

3. What strategies can organisations implement to advance gender diversity in traditionally male-dominated roles?
 The rationale for promoting gender diversity within a company is widely acknowledged. According to a study by McKinsey, companies where women make up more than 30 percent of the workforce are notably more inclined to achieve superior financial performance compared to those where women represent 30 percent or fewer.

In the traditionally male-dominated energy & renewable energy sector, achieving gender diversity in roles necessitates a multifaceted approach that addresses culture, policies, and practices at an organizational level. 

First and foremost, organizations must create a supportive and inclusive environment that provides equal opportunities for all employees to excel. Policies and practices should be implemented to tackle any unconscious biases and discrimination at the root. 

Furthermore, mentorship and other developmental programs should be put in place to support employees’ career growth and development. According to Women As Mentors: Does She or Doesn’t She Report, 63% of women have never had a formal mentor. 78% of women in senior roles have served as formal mentors some time or the other, but rarely had a mentor for themselves. A significant portion of women (54 percent) stated that they have been approached to act as mentors only a few times or even never throughout their careers, contrasting with men who tend to actively seek and offer mentorship more readily. This poses an issue as it contributes to the existing disparity between men and women in mentoring relationships. While women demonstrate willingness to mentor, there appears to be a gap in their visibility as mentors, as their counterparts may not actively seek them out for mentorship opportunities.

(Image source: Women As Mentors: Does She or Doesn’t She Report) 

The majority of women (75 percent) report that their decision to accept mentorships is most influenced by the time commitment involved. In fact, time commitment emerged as the primary criterion for women when considering a mentoring role (refer to infographic). Despite time being identified as a significant factor, only nine percent of women who mentor stated that mentoring detracts from their own work progress. It appears that perception does not align with reality; once women engage in mentoring, they discover that the time invested in mentoring does not impede their work.

It’s also important to regularly monitor progress and integrate accountability mechanisms. This will ensure that any effort being made to advance gender diversity is both effective and sustainable. By establishing clear metrics and conducting regular assessments, organizations can maintain their momentum towards creating a better and more equitable workplace for all. 

At Sterlite Power, Diversity & Inclusion form the very fabric of our organizational ethos. Our work environment is built to not only welcome but celebrate diverse perspectives from all walks of life. This is further evident in the significant increase of women employees across all levels, including our Board, Executive Teams, and even the frontline manufacturing teams, resulting in a diversity ratio of approximately 10%. Almost 40% of the members of our Executive Committee are women. We have initiatives like Empower Her and Sheroes that offer mentorship, leadership development, and celebrate the successes of women in the workplace. 

Moreover, we have gender-neutral policies, such as flexible working post-maternity and adoption leaves, along with comprehensive daycare benefits, inclusive healthcare coverage, and employee wellbeing plans that extend to our employees’ families as well. We also prioritize Diversity & Inclusion in our training programs by focusing on topics such as unconscious bias and inclusive leadership. I firmly believe that with initiatives like these in place, organisations can foster environments where all individuals are empowered to bring their unique perspectives to the table. This collective effort will not only propel gender diversity forward but also drive innovation and success to unprecedented heights.

4. Are on-the-job training and vocational programs for undergraduate students viable solutions for addressing skill shortages within the sector?

They definitely are, to an extent. Considering that a lot of renewable energy projects are situated in remote areas of the country, organizations within this sector have the opportunity to increase community involvement by providing local students with on-the-job training options. In fact, various ‘Earn While You Learn’ programs have been developed with just that goal – inviting undergraduates to earn their Bachelor degree in Vocational Training. This allows students to pursue higher education while still being able to support their families. Moreover, this also greatly benefits organizations as they secure access to a pool of skilled and trained individuals. 

As previously mentioned, skill shortage is a growing problem within the energy sector. It is important to cultivate talent with specialized skills that can take on challenging roles in an evolving industry. By providing students, especially those from marginalized backgrounds, with such opportunities, we can not only widen the talent pool but also contribute to societal progress and increase employability in rural areas. Companies in the energy sector also have the unique opportunity to form strategic partnerships with government bodies with the collective goal of the upskilling of rural communities. With the rapid development we see in the sector, having industry-ready talent to join the future workforce will be of significant importance.

5. How can organisations cultivate a culture conducive to retaining skilled employees?

Your work culture can make all the difference in an employee’s decision to stay or leave. A positive environment where employees feel safe, respected, and appreciated is one where employees are motivated to learn, collaborate, innovate, and grow. Such a culture is a reflection of empathetic leadership, inclusive policies, and employee-focused initiatives. An organization’s efforts in fostering a positive environment should target every stage of an employee’s journey. For example, at Sterlite Power, we run an induction program called ‘Power Path – Ignite Your Journey’, which aims to provide our new joiners with a well-rounded and welcoming onboarding experience. We understand that the first few months in an organization can define its culture for new joiners and have a direct impact on their retention. This facilitates smooth assimilation of employees into the organization, and has resulted in a low early attrition rate of just 10% at Sterlite. 

Organizations must take note of the fact that a well-structured induction process can go a long way in enhancing company culture. Skilled employees value environments where learning is encouraged and innovation is fostered. A safe and inclusive culture where every employee has the platform to share their opinions, ideas, and feedback breeds creativity and innovation. When organizations not only implement inclusive policies but also regularly seek feedback from their employees, they can identify issues and solve them before there can be any significant negative impact on the culture. Learning and development initiatives should be tailored to fulfill identified gaps and deepen expertise based on individual skill sets. Moreover, individuals should be offered rewards and incentives for great work, further fuelling their growth journey and ensuring their retention. 

6. Recognizing that employee engagement is pivotal for a productive workforce, what specific steps can organizations take to enhance it?

Numerous studies have underscored the importance of employee engagement in organizational success. According to a study by Gallup, engaged employees exhibit a remarkable 21% increase in productivity compared to their disengaged counterparts. That is because engagement is directly related to employee satisfaction, which, in turn, impacts productivity. Engaged employees feel passionate about the work they do and it reflects in their performance; they proactively take ownership of their work, thus enhancing performance and fostering innovation. 

However, according to Gallup’s State Of The Global Workplace 2023 Report, only 33% of employees in South Asia are actively engaged. 46% of employees are not engaged and quiet quitting, while 21% are actively disengaged and loud quitting at the workplace. 

In order to increase employee engagement, the most obvious and important solution is fostering a positive work environment. That includes prioritizing diversity and inclusion and offering avenues for learning and development. Another key aspect of a positive workplace is honest and transparent communication. Transparency and trust are inherently linked, and a culture of openness translates to greater collaboration, stronger employee relationships, and improved efficiency. 

At Sterlite Power, we have taken a number of steps to enhance employee engagement. For over 5 years, we’ve been using Gallup surveys to track engagement levels and stay on top of our progress. With a Gallup Engagement Score of 4.29/5.00 and 64% engagement in 2023, we’re seeing steady growth in our numbers (up from 4.27 and 63% in 2022). The insights gleaned from the survey help us craft better strategies, policies, and programs every year, thus enhancing the employee experience at every stage. Moreover, we believe in creating a symphony of fun and learning through our initiatives. For instance, we hold ‘Bring Your Kids to Work’ days, allowing employees to integrate extra fun into their routine and providing a welcome break from everyday assignments. We’ve also made Rewards & Recognition a core part of our culture, making sure that every extraordinary performance and every exemplary behavior is celebrated. 

7. What impact do Rewards & Recognition programs have on employee development, and how can organizations differentiate them within the competitive energy sector?

Rewards and recognition programs have a profound impact on employee development but in a competitive sector like energy, its relevance becomes even more evident.It’s no secret that being recognized and rewarded for their contributions boost employee morale and engagement. At Sterlite Power, we have a comprehensive recognition and rewards program that incentivizes employees to excel and contribute to the company's success.

We have a badge system to acknowledge employees who reach significant milestones, complete training programs, or demonstrate expertise in specific areas. These badges serve as visible recognition of their achievements and can be showcased on social media profiles, resumes, or email signatures. In addition to this, we also have implemented SPOT awards, which are granted spontaneously to employees who exhibit exceptional performance or make significant contributions to the company's success. These awards typically include monetary bonuses.

To further recognize outstanding performance, we present monthly awards that consist of monetary compensation, gifts, or other forms of recognition. Our Game Changer Awards program acknowledges employees who propose innovative ideas or solutions that greatly impact the company's success. We also honor exceptional employees with quarterly CEO Awards and bi-annual MD Awards for their significant contributions to the company. 

The Chairman Award, the highest form of recognition at Sterlite Power, is presented to employees who demonstrate excellence and contribute to promoting a culture of performance, innovation, and eminence. There are also Long-Tenure Awards that recognize employees who have been instrumental to the company's success over the years. We have also implemented a peer-to-peer recognition program to foster a positive and collaborative workplace environment where employees feel valued and supported. Lastly, celebratory calls serve as a simple yet effective method to acknowledge and appreciate the hard work and dedication of team members by highlighting their specific achievements.

8. How can organizations strategically design their learning and development (L&D) initiatives to foster cohesion and collaboration among employees from diverse generational backgrounds?

Designing effective learning and development (L&D) initiatives to foster collaboration among employees from diverse generational backgrounds requires a multifaceted approach, especially considering the types of generations working in the modern-day workplace. Today’s workplace witnesses five generations of talent working together Traditionalists, Baby Boomers, Gen X, Millennials, and Gen Z. Therefore, offering learning opportunities that cater to the diverse needs of all generations needs a holistic approach. While this presents both challenges and opportunities, organizations can bridge these gaps by fostering continuous learning, creating an inclusive environment, and implementing programs like reverse mentoring. Major companies have implemented reverse mentoring programs to facilitate mutual learning and collaboration across generations. Additionally, promoting cross-generational collaboration through project teams and networking events encourages dialogue and knowledge sharing. It's crucial to provide generational awareness training to increase understanding and appreciation of differences in communication styles and work preferences. Emphasizing shared goals, values, and organizational mission can unite employees across generational divides. While there are an array of initiatives and programs that organizations can implement, it’s also important for them to regularly measure and evaluate the effectiveness of these initiatives to ensure continuous improvement.