Opportunities in power.. at HRTT organised by UPES Dehradun

Presentation Title

Emerging Opportunities in Power Sector –

Challenges of Talent

Presentation Subtitle

11

8th Oil & Gas HR Round Table

Dr. Gobind Baghasingh

Vice President – HRTata Power

AGENDA

World Scenario

Power Scenario in India

HR Implications

2

HR Implications

Challenges of Talent

“How long can one survive?”

• Without Food – 178 days

3

• Without Water – 45 days

• Without Air – 8 minutes

“How long can an organization survive

4

without RIGHT PEOPLE?”

NOT A MINUTE

5

YOU DIE EVERY MINUTE

WORLD SCENARIOWORLD SCENARIO

6

Where is the World going?

Talent and Leadership are becoming even

scarcer resources then

ever before

The Work force on average is growing older

and people are having fewer

children

7Source : BCG Worldwide HR Survey 2008

Companies are becoming

global organizations

The emotional well being is

more important then ever

before

What is HR doing?

Performance

Affiliation

• Compensation

• Work life balanceSourcing

Performance Strategy

Development• Work life balance

• Engagement and motivation

• Corporate Social Responsibility

8Source : BCG Worldwide HR Survey 2008

What will HR be doing in the next decade

North America

Latin America

Europe Africa Emerging Asia

Established Asia

Pacific Region

RegionHR Focus

Managing Talent √ √ √ √ √ √ √

Managing Demographics

√ √

Managing Globalization

√ √

Managing Diversity

√

9

Diversity√

Improving Leadership Development

√ √ √ √

Managing work life balance

√ √ √ √ √

Becoming a Learning Organization

√

Managing change and cultural transformation

√

Transforming HR into Strategic Partner

√

Source : BCG Worldwide HR Survey 2008

Critical HR Challenges in the next decade

DEVELOPING AND RETAINING

BEST EMPLOYEES

Managing Talent

Improving Leadership

development

Managing work life balance

ANTICIPATING CHANGE

Managing demographics

Managing change and

cultural Managing

globalization

10Source : BCG Worldwide HR Survey 2008

CHANGE demographics cultural transformation

globalization

ENABLING THE ORGANIZATION

Becoming a learning

organization

Transforming HR into a Strategic Partner

Power Sector in India –Power Sector in India –

The Sunrise Sector

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Nuclear , 4120, 3%

Gas, 16386, 11%

Hydro, 36917, 24%

15,10,074 MW as on 30th June 2009

Installed Capacity - 2009

Coal, 79209, 52%

Diesel, 1200, 1%

RES, 13242, 9%

Source : CEA12

313350

24

143

GW

Demand for Power in the Next Decade

Unmet capacity

requirement

Increase in capacity

reqd. to meet the

demand

Due to GDP growth @

8%

(14% of reqd.)

147170

0

Installed Capacity

(End of 2008)

Capacity Shortfall

(2008)

Installed Capacity

Reqd - 2009

Additional Capacity

Reqd by 2017

Total Installed

Capacity Reqd - 2017

Capacity Reqd by

2017 - 0% Loss

reductionInstalled Capacity Requirement by 2009-2017 (GW)

(14% of reqd.)

13Source : Power Sector at a Glance December

2008, Infraline, KPMG Analysis

By 2017, India would need to more than double its current installed capacity

Additional Manpower Requirement in the next decade

Category Construction Operation & Maintenance

Total

Engineers 21,500 76,000 97,500

Supervisors 35,000 142,000 177,000

Skilled Workers 144,500 179,000 323,500

Source : CEA

Semi-Skilled Workers 5,000 133,000 138,000

Unskilled Workers 157000 142,000 299,000

Non-tech 89,000 228,000 317,000

Total 452,000 900,000 1,352,000

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Type No. of

Institutes

Intake* Average Annual Technical

Requirement in Power Sector

Degree 1,346 439,689 15,000

Diploma 1,244 265,416 25,000

ITI 5,465 386,656* 30,000

Manpower - Intake Vs Requirement

ITI 5,465 386,656* 30,000

(a) Govt.

(b) Pvt.

2,017

3,448

* Intake in power sector related trades in case of ITIs.

Note : In addition, average annual semi skilled workers requirement of Driver, Rigger, Bar Bender, Painter, Plumber, Blaster, Driller, Drifter comes to 40,000.

Source : CEA15

HR Implications

Large scale requirement of

skilled manpower

Multi skilling and multi-tasking

Adaptability to changing

technology

Need for paradigm shift in

Business orientation

Mobility

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paradigm shift in the mindset

orientationMobility

Aspiration management

Increasing manpower cost

Challenges of TalentChallenges of Talent

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Talent Acquisition – The Pain Points

Talent

War

Over demand; under supply

Non availability of right skills

Slow career growth

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Locational Disadvantages

Lack of strong industry/academic interface

Uneven standards of different professional institutes

Power sector not a top priority for Gen ‘X’’ & “Y”

Talent Acquisition & Acculturization

Organization –Center Of Excellence

Affirmative Actions

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Excellence(COE)

Internal

- Group

- Company

- SCIP for Women

- Retired Employees

Talent Development

Training

• Induction

• On the Job

• Sponsoring for MBA etc.

• Apprenticeship

Job Rotation

• Cross Functional Teams

• Multi functional exposure

Multirater

• Leadership Development Program through feedback from peers

FORT FACE

• Shadow Board Council at take up location specific

Mentoring

• Coaching & Counseling the young employees / high-pots by SLT

Global Practice Network

• Different Companies share and set benchmarking practices

• Adapting to • Apprenticeship

Program

• Organizational Interventions Program• Skill based

• Behavioral

• Managerial

• Leadership

exposure through interdisciplinary movement

from peers and reportees

specific projects guided by Senior Leaders

SLT • Adapting to New way of doing things

• Developing skills for Clean Technology

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Talent Retention Interventions

People Planning Meeting

• Identify key talent

• Formulate

Performance Management System

• KRA based

• Development

Differential Pay

• Performance Pay linked to organizational,

Succession Planning

• Identifying critical positions

• 2-3 Successors

Engaged Workplace

• Providing world class infrastructure

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• Formulate developmental plan

• Plan for career growth

• Fast track them to positions of responsibility –ACE Scheme

• Development linked

• Participation oriented & transparent

organizational, divisional & individual performance

• Market benchmarked

• Reward and recognition driven

• 2-3 Successors for each positions

• Advanced Individual Development Plans for Senior Leaders’ successors

infrastructure

• Communication and transparency

• Well defined systems & procedures

• Ethical conduct

And We need…

Innovation

in

thoughts

Renewal

in Flexibility

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in

systems

Excellence

in actions

in

approach

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Dr. Gobind BaghasinghTel: +91-22-67171401

[email protected]