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With the renewable energy sector witnessing major growth in the last few years, the demand for a skilled workforce is skyrocketing. Countries across the world are increasing their renewable capacity, making way for a more sustainable future. With our policy shift and ambitious energy goals to reach 500 GW of renewable energy capacity by 2030, India stands as one of the largest renewable energy producers in the world. To solidify this position and sustain the green momentum, it is now more important than ever to build a workforce capable of implementing innovative shifts and operating advanced manufacturing facilities.
The share of renewables in India’s energy mix is continuously increasing; today, our renewable energy sources, including large hydropower, have a combined installed capacity of 180.79 GW. This is a result of the growing portfolio of technologies and the evolving demands of today’s dynamic energy landscape. For existing employees operating within this sector, upskilling is of utmost importance. This upskilling is no longer just a responsibility; it is the need of the hour for organisations in the energy space. From attracting skilled individuals and creating a growth pathway for them to upskilling the current workforce to keep up with the rapid changes in the sector, companies are exploring every possible avenue to ensure their collective growth.
Induction – Where It All Begins
The impact of the first few months in an organisation for a new hire is substantial. With a well-planned, strategically thought-out induction process, companies have the power to ensure greater retention. In those first few months, employees form perceptions about company culture, opportunities for growth, and collective ability to make an impact. These perceptions shape their own behaviors and professional goals. With a future-fit induction model, organizations can demonstrate their commitment to employee development, their dedication to making a positive impact, and their willingness to embrace diverse perspectives.
At Sterlite Power, for instance, we run an induction programme called “Power Path – Ignite Your Journey,” with which we provide our new joiners with a much-needed sense of direction. We don’t just focus on the process, but on the overall onboarding experience. Taking our remote employees into account, we implement a comprehensive, hybrid model of induction. Leaders and managers set a welcoming tone on the very first day of joining and create the space for new joiners to reach out safely. Not only is the induction a fun experience, but it also ensures that our people are sensitised on all the critical fundamentals, including PoSH, information security, HSE, and ethics. Moreover, we conduct feedback sessions at 30, 60, and 90 days after joining to ensure that employees feel comfortable and well-integrated into the organisation.
Culture is crucial, and how organisations welcome their employees is a defining part of culture. When this is done poorly, large investments in skill enhancements often turn out to be ineffective.
A Proactive Approach to Talent Building
Within a sector as dynamic as this, skill building cannot simply be a reactive endeavor. Organisations need to actively assess evolving skill demands, anticipate gaps in knowledge and practical education, and keep enhancing their initiatives to stay ahead. This is also a need for a more diverse skill set with specialised skills to take on especially challenging roles in the renewable space.
It is important to actively seek input from every department in order to identify skill gaps and areas of skill building. This will help tailor learning programmes to achieve specific objectives that can contribute to the organisation’s success effectively. In addition, it is also important to recognise individuals who require training in particular areas and nominate them to engage in programmes that can address their skill gaps. This demands an innate understanding of both your people and your business, crucial to creating an effective L&D strategy.
The Power of Internal Mobility
Your upskilling programmes should not only identify gaps in skills but also have the capacity to align individuals who demonstrate specific skills with the role best suited for them. At Serentica, for instance, we identify potential candidates for internal movement through internal Learning Advisory Councils that take a proactive approach to training needs. Initiatives such as this empower employees to identify their own potential and explore new opportunities that fuel their growth. High-potential individuals should be offered incentives and development support, providing them with the motivation to enhance their skills continuously while ensuring their retention in the organization.
In conclusion, the renewable energy sector is growing at a pace that requires organisations to focus their efforts on workforce skilling and talent development. This provides companies with the exceptional opportunity to develop future leaders at scale through highly comprehensive learning programmes. The evolving demands of this sector necessitate heightened levels of preparedness, encompassing not only technological advancements but also human capital development.
The author is Ruhie Pande, CHRO, Sterlite Power & Serentica Renewable.
