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Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun
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Emerging opportunities in power sector by Mr V.M. Kaul at HRRT organised by ISPE & UPES Dehradun

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  • 1. Emerging Opportunities in Power Sector- Challenges of TalentV.M.Kaul, Director(Personnel),POWERGRID
  • 2. Power Sector – a snapshot• Comprises of Generation, Transmission & Distribution• Present installed capacity is 1,55,000MW• Persistent energy shortage and peak hour power shortage• Central sector is playing a dominant role in Generation and Transmission• Electricity Act-2003 envisages competition in the sector, Open access, Power Trading and private investments• Heavy investment requirement in all the three sectors• Shortage of skilled manpower due to surging growthPer capita annual consumption of Electricity(2007 data) – India: 470 units – Brazil: 2110 units – China: 2200 units – USA: 13000 units
  • 3. Power Sector Growth- Demand of Power (GW) Growth: 8% per 522 annum Growth: 9.8% per annum 372 Growth: 250GW 9.8% per annum Growth: 10.8% per 168 109 annum 2007 2012 2017 2022 2027 Year Assuming GDP Growth Rate 9%
  • 4. Installed Capacity Requirement (GW) Growth: 8% per annum 685 Growth: 9% per annum 488 Growth: 9% per annum 337GW Growth: 233 155 10% per annum 2007 2012 2017 2022 2027 Year Assuming GDP Growth Rate 9%
  • 5. Growth of inter-regional power transfer capacity inter- 165000 150000 By 2025 145000 Inter-regional Capacity- 150,000 MW 125000 100000 105000 85000MW 65000 65000 40000 45000 18000 25000 5000 2007 2012 2017 2022 2027 Year
  • 6. NATIONAL GRID BY 2012 INTER-REGIONAL CAP. >37000 MW NR FATEHPUR GORAKHPUR AURAIYA BALIA KANKROLI MUZAFFARPUR RAPP AGRA PATNA BIRPARA NER BARH SILIGURI SALAKATI KOTA BONGAIGAON BSHARIFF SAHU NABI NAGAR PURI GAYA 500 MALDA MALANPUR MW SASARAMZERDA NAGDA VINDHYACHAL KORBA DEHRI ER GWALIOR WR POOLING BUDHIPADAR UJJAIN SIPAT RANCHI RAIPUR ROURKELA WR BALIMELA TALCHER CHANDRAPUR KOLHAPUR 1000 MW 1000 1000 MW PONDA MW GAZUWAKA U.SILERU NARENDRA BELGAUM NAGJHARI SR
  • 7. Fund Requirement for 12th Plan Area Fund Requirement (Rs. Crs.) Generation 5,00,000 Transmission 2,50,000 Distribution 4,00,000 Total 11,50,000
  • 8. Additional Manpower Requirement During 11th & 12th Plan (By 31.3.2017)SN Category Total 1 Engineers 92,000 2 Supervisors 1,72,000 3 Skilled workers 1,38,000 4 Semi-skilled workers 1,49,000 5 Unskilled workers 1,72,000 6 Non-Tech 2,77,000 Total 10,00,000Norms : 7.4 employees per MW for O&M & const.in Generation, Transmission & DistributionManpower available on 31.03.2007 : 9.5 LakhsSource : CBIP
  • 9. Factors Attributing Human Resource Crunch In the Power Sector• Continuous surge in demand of power, ambitious growth targets for capacity addition & network expansion• Ultra Mega Power Projects along with associated transmission network coming up - skilled manpower demand surging up• Expansion of power market - With entry of private players - Challenges created by fast changing technologies - Diversification of companies in other areas of power sector• Higher skill set required due to advance technical processes and automation
  • 10. Factors Attributing Human Resource Crunch In the Power Sector• Quality of education & curriculum at most of Industrial Training Institutes and polytechnics are not upto the mark for bridging the skill shortage• Private players attract talent from central & state sector• Non-availability of professionally trained manpower at Contractors end• Talent in HV/EHV/UHV transmission is mainly available in POWERGRID
  • 11. Factors Attributing Human Resource Crunch In the Power Sector• Stagnant supply pool for hiring senior & middle level positions• Difficult to pick people from other industries, given the unique characteristic of the sector• Work locations in remote terrains/locations not attracting good professionals
  • 12. Talent War• The treasure hunt in Talent war fare – Top business priority – Shortage of technical and managerial talent – Organizations with more talented people on their payroll averaged a 22% annual return to the shareholders versus 13 % for those without(Birchfield,2003). – Talent has become the key differentiator – According to recent study by Deloitte, in India, paradigm shift is taking place from ‘scarcity of jobs’ to ‘scarcity of talent’• In power sector “Talent Raiding” / “Talent poaching” taking place because of short supply of power specific talent in the talent market.
  • 13. Attracting, Developing and Retaining Talent- POWERGRID way• To recruit quality talent from the available pool _ All India open exam – Campus recruitment – established an industry-institute collaboration, “Campus Connect” – Region/Territory-wise talent hunt through employment exchanges, educational institutes and walk-in interviews• Competency enhancement of employees and creation of employees value through – Induction training programmes – Functional role based development (Basic refresher and advance level training) – Behavioural development for all employees – Management training programmes – Leadership development – Strategic management Training
  • 14. Attracting, Developing and Retaining Talent- POWERGRID way• Collaboration with reputed academic institutions and professional bodies like IIT, IIM, MDI, AIMA, ASCI, ESCI etc.for continuous upgradation of our knowledge pool• Training Strategy aligned to business strategy in order to boost our endeavours in creating & nurturing world class learning organisation• Stakeholders development- Training of employees of contractors, vendors, State Electricity Boards; Recruitment of stakeholders employees• Training Budget can go upto 5 % of salary budget- as per National Training Policy for Power Sector
  • 15. Human Resource Development in POWERGRID No. of Personnel Trained(2008-09) Sl Category No. of personnel trained A POWERGRID employees Executives 2757 Supervisors 1155 Workmen 1306 Sub-Total 5218 B Transmission Sector utilities/ 704 Contractor’s/ Vendor’s personnel Total 5922 C Executive Trainees 137 Grand Total 6059
  • 16. Human Resource Development in POWERGRID Leaping ahead….. Year-wise Growth of Personnel Trained 6000 5922 5000 Personnal Trained 3786 4000 3000 2282 2234 2000 1610 1000 0 2004-05 2005-06 2006-07 2007-08 2008-09 Financial Year
  • 17. Strategies to meet challenges of Talent• Public Private Partnership for upgradation of existing educational institutions churning out skilled manpower for Power sector, establishment of new institutions• Revamp skill/vocational training Institutions (ITIs, polytechnics and vocational training in school) and grant them functional and governance autonomy• Introduction of specialised courses on Transmission/Sub- transmission in various power training institutes with industry partnership• Greater need to allocate funds for training & emphasis on business aligned training practices• Creation of strategic fit between employee value, compensation (competitive compensation and external alignment) and career growth
  • 18. Strategies and Action Plan• Long term education as a strategy for developing talent• Leveraging Technology/advanced systems to optimise manpower e.g. Remote operated sub stations, maintenance hubs• Assess skill deficits sub-sector wise and region wise and meet the gaps by planned action in a finite time frame• Establish a ‘Credible accreditation system’ and a ‘guidance framework’ for all accrediting agencies• Enable employment exchanges to function as career counseling centres.• Establish a ‘National Skill Inventory’’ on a national Web portal—for exchange of information between employers and employment seekers.
  • 19. Strategic Human Resource Development in POWERGRID Effective operation and Exponential growth in maintenance of Business development and Capital expenditure for burgeoning fixed asset consultancy Construction projects base POWERGRID’s Growth Plan Environment Integrated & Social Technology Management Management, R&D Corporate Organizational Business Process Governance Culture & Values Reengineering Project Strategic HRM Management Integrated Human Resource Development Restructuring and augmentation of EmployeeCritical Skills Gap Analysis and Skill enhancement Development Centers (EDCs) in regions Strengthening of HRD Team with resource persons Establishment of state-of-art Learning Centre at the from technical discipline Corporate level Restructuring/Strengthening Induction Training of Executive Trainees Managing Organizational Knowledge Aligning Employee Attitude and Values Hands-on & Simulator training Knowledge Dissemination through e-learning Stakeholders Training & Development Global Outreach (Exposure to International Nurturing future leaders, thinking visionaries, practices) transformational leaders and experts

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