February 16, 2016 1
Engineers India Limited
Skill Building & Talent management in the Petro-Coal Sector
World Petrocoal Congress
February 15-17, 2016, New Delhi
Veena Swarup, Director – HR
Engineers India Ltd.
February 16, 2016 2
“Your workforce is your most valuable asset. The
knowledge and skills they have represent the fuel that
drives the engine of business - and you can leverage
that knowledge.” (Harvey Mackay – motivational author & speaker)
February 16, 2016 3
Hydrocarbon Industry Today
Factors Transforming & Reshaping the Oil & Gas Industry
Changing Geopolitical Relationships
Emergence of New Competitors
Changes in Supply & Demand Dynamics
Social & Environmental Pressure
Demographic Shifts
February 16, 2016 4
Growth in the demand for energy-INEVITABLE
The world’s population grows by a quarter of a million people every 24 hours.
By 2030, it is expected that 8 billion people will occupy this planet, up from 6.5 billion today
95% of the growth will occur in the developing world
Secure, affordable, accessible, and abundant supplies of energy are absolutely essential
Developing countries, with their growing economies and populations, will drive increased energy demand
The world today consumes about 230 million BOE/D
Oil and gas supplies about 60% of the total demand, coal another 20%, and the remaining 20% from nuclear, hydro, wind, and solar.
February 16, 2016 5
By 2020, worldwide energy demand is expected to increase by about 55 million BOE/D, or 24%, from 230 to 285 million BOE/D, with about 80% of this growth in developing countries.
Oil and gas will continue to supply about 60% of world energy demand by 2020
An incremental 30+ million BOE/D of oil and gas production is required.
Excluding the new production that will be needed to offset the natural base decline.
15 years is a relatively short period given the long lead times for large projects in our business
Time is running out!
Source: Talent & Technology, Published in Society of Petroleum Engineers
Future Demands
February 16, 2016 6
Forces contributing to the war for talent:
Rapid industry growth.
Highly specialized and experienced jobs
An aging workforce
Constraints on supply- an acute global shortage
petrochemical professionals and petroleum engineers is
projected
Rising technical complexity.
Talent Shortage
February 16, 2016 7
Survey by US-based consultancy Manpower Group of more
than 37,000 employers in 42 countries and territories
India : Talent Shortage Survey
1 Greatest talent shortage Japan-81%
Peru-67%
India-64%
2 Difficulty in finding candidates with the right skills to fill
open positions
36%
3 Employers impacted by talent shortages to meet client
needs
50%
Employers affected by shortages in their
competitiveness/productivity.
40%
Employers exploring new talent sources 25%
February 16, 2016 8
Talent Shortage
Source: Manpower Group-2015 Talent Shortage Survey
February 16, 2016 9
The top 10 jobs in the Asia Pacific facing the heat:
Engineers
Sales Representatives
Skilled Trades
Accounting & Finance Staff
Sales Managers
Technicians
IT Staff
Management Executive
Researchers (R&D)
Production Operators/Machine
Operators
Talent Shortage
Source: Manpower Group-2015 Talent Shortage Survey
February 16, 2016 10
The high growth scenario of Oil & Gas Industry does
not have place for a low-skill, low-productivity strategy
Empowers people to develop their full capacities
Seize employment and social opportunities
Raises productivity, both of workers and of enterprises
Contributes to boosting future innovation and
development
Skill Building: Value it creates
February 16, 2016 11
Encourages both domestic and foreign investment
Promotes job growth, lowering unemployment and
underemployment
Leads to higher wages
When broadly accessible, expands labour market
opportunities and reduces social inequalities
Skill Building: Value it creates
February 16, 2016 12
Absence of Learning Culture
Lack of Ownership &Accountability
Absence of Standardization
Absence of Impact Assessment
Shortage Of Quality Trainers
Lack Of Training Objectives
Challenges for Skill Building
February 16, 2016 13
Creating Learning Organizations
Making All Stake Holders Accountable
Making Training Learner Centric
Using Technology For Flexibility
Measuring Impact Of Training
Standardizing Training for Outcomes
Deploying Trained And Certified Trainers
Using Internal Trainers
Strategies for Skill Building
February 16, 2016 14
Fundamental skills: basic abilities required to perform
the specific job.
Technical skills: college/professional education; domain
knowledge and practical application
Communication skills: effective communication plays an
important role for people to work together
Life skills: relevant to personal as well as social lives of
people.
Social skills: ability to lead and work in teams
Skills Needed
February 16, 2016 15
National Skill Development Council(NSDC) set up under
Ministry of Finance under Public-Private Partnership(PPP)
with Government holding of 49%
NSDC provides end-to-end solution in design, structuring
and implementation
Creation of National Skill Development Council
Advocacy and Partnerships
• Workshops
• Events
• Media
• Advertisements
• In-person Discussions
• Project conceptualization
Project Selection
• Locations
• Target Segments
• Sectors/Trades
• Fund Requirement
• MOU Signing
Project Management
• Baseline Survey
• Selection of Training Partners
• Service Level Agreements
• Monitoring & Reporting
• Fund Disbursement
• Impact Assessment
February 16, 2016 16
NSDC has further set up several Sector Skill Councils to
cater for skill needs in specific areas
Enable Alignment of training with employers
Consist of representatives from Industry, Government and
Academia
Sector Skill Councils
TRAINING NEED ANALYSIS
TRAINING NEED ANALYSIS
CURRICULUM DEVELOPMENT CURRICULUM
DEVELOPMENT ROLLOUT OF
TRAINING ROLLOUT OF
TRAINING ASSESSMENT AND
CERTIFICATION ASSESSMENT AND
CERTIFICATION
February 16, 2016 17
Set up under MOPNG
Vision to Make India energy independent by 2030
Promoted by Oil Industry Development Board
(OIDB) & PETROFED & supported by Director (HR)
of Oil & Gas Companies
PETROFED -lead agency managing the project for
HSSC
Hydrocarbon Sector Skills (HSSC)
February 16, 2016 18
Objectives
Identification of challenges and opportunities within
various business segments in Hydrocarbons sector
Identification of skill gaps for training
Preparation of different training models to suit the
industry needs
Preparing the roadmap and execution of the same for
achieving the overall objectives of HSSC
Hydrocarbon Sector Skills (HSSC)
February 16, 2016 19
Skill Development Institute, Bhubaneshwar
Established under the prime ministers SKILL INDIA initiative
by Odisha Skill Development Institute (SDI) as a society
during October 2015.
IOCL is the anchor investor
Supported by other Oil PSUs – ONGC, GAIL, BPCL, HPCL,
EIL, Balmer & Lawrie, OIL
February 16, 2016 20
Objectives
Provide vocational training to enhance employability in the Oil & Gas
Industry/other industries
Formulate a detailed skill development plan for the identified job roles
Provide vocational training and certification courses
Plan and execute “Training of Trainers”
Develop Data Management System to monitor the Training Providers
Identify, cooperate and advise Government, Govt. agencies,
universities and other institutions like ITIs, training institutes, industry
employers etc. on related matters.
Skill Development Institute, Bhubaneshwar
February 16, 2016 21
EIL: Addressing the Challenge
Talent
Management
Connect
Engage
Develop
Retain
February 16, 2016 22
Diverse Recruitment Model
Entry Level Induction
Lateral Hiring
Taking on board consultants – specialist after superannuation
Manpower Outsourcing
Structured Induction Programme
Mentoring & Coaching
CONNECT
February 16, 2016 23
Ensuring Right Fit
Identification of Roles & Baseline Responsibilities
Identification of Competencies
Behavioural/Managerial
Technical/Domain
ENGAGE
February 16, 2016 24
EIL’s Competency Mapping Journey
EIL strategy and context
International best practices
Revalidation of Existing Competencies (Behavioural)
Customized and deployed tools for Assessment
centre
Conducted Assessment
centre
Individual profile and future potential
Leadership Development
Leadership Development
EIL Competency Model
Integration with PMS Integration with PMS
Training Interventions Training Interventions
February 16, 2016 25
Mapping Technical Competency
Mapping of Technical Competencies
Role specific
Business Specific
Aligned with Diversification Agenda
February 16, 2016 26
Developing Core Competencies
Structured Training
On-the-job learning
Developing Managerial Competencies
Well-defined learning interventions: Access; Climb, Build & Lead
Management Development Programmes
Advance Management Programmes
Developing Leadership Competencies
Business Leaders
Functional Leaders
Young Leaders
DEVELOP
February 16, 2016 27
Assessment & Development
Centres
Assessing present proficiency levels of role holders’
vis-à-vis the required levels
Facilitates Succession Planning,
developing potentials and
fueling the Leadership
pipeline
Chalking out Career path
Individual Action Plans for self-
learning, on-the-job activity, training and capability building
assignments.
February 16, 2016 28
4
2
Building Behavioral/ Managerial Competencies
‘Lead’ (Level 19-20) •60% Managerial/Behavioural Skills •30% Self learning •10% expert technical skills
‘Build’ (Level 16-18)
• 55% Managerial/ Behavioural Skills
•25% Self Learning
•20% Customized/Specialized Technical Training
Climb’ ( Level 13-15)
•40% Managerial/ Behavioural Skills
•30-40% Technical/ Functional Skills
•10% Self Learning
•10% exposure to variety of projects/assignment
‘Access’(Level 12 & New Joinee in level 13)
20% Managerial/ Behavioural Skills 60% Technical/ Functional Skills 20% Self-learning
Training interventions are
aligned with the role and
competence needed at
various stages of the career
Training interventions are
aligned with the role and
competence needed at
various stages of the career
February 16, 2016 29
Building Leadership Competencies :
Aarohan
Self- Reflecting –
PLP, 360 Feedback
Assessments
Self- Reflecting –
PLP, 360 Feedback
Assessments
Cascading
Learnings
Cascading
Learnings
Building Individual
Leadership
Development Plans
(ILDPs)
Building Individual
Leadership
Development Plans
(ILDPs)
Receiving
Coaching
Receiving
Coaching
Measurement &
Tracking
Measurement &
Tracking
Developme
ntal
Experience
Through:
Implementing
Action Learning
Projects (ALPs)
Implementing
Action Learning
Projects (ALPs)
Overview of program
methodology
Learning through
Workshops &
Lectures
Learning through
Workshops &
Lectures
Board
Business
Leaders
Functional Leaders
Project Managers/ Divisional
Heads/ Department Heads
Young Leaders
Section Heads/ Group Leaders
Entry Level ( Dy Manager/ Sr Er/ Er)
Leadership Talent
February 16, 2016 30
Deploying various Diagnostic Tools to understand people’s expectations
Employee Engagement Surveys
Accenture’s Desired Culture Analysis
HR Diagnostic
Exit Interviews data
Customer Perception Surveys
Aligning Policies and Processes with people’s aspirations
Rewards & Recognition Scheme
Employee Welfare Measures
Work-life Balance
Retain
February 16, 2016 31
EIL extends support towards employment oriented skill
development training of youth in:
Welding Technology
Graphic Designing
IT/ITES
Hospitality & Retail Supervisory
Garments sector
Safety Inspector
Bar Benders
Shuttering Carpenter
EIL : Skill Building through CSR Initiatives
February 16, 2016 32
Land Surveyor
Embroidery
Agarbatti Making
Skill development and employment oriented training for Persons with
Disabilities (PwDs), SC/ST/OBC, Women and Economically Weaker
Section.
More than 1100 Candidates have successfully completed the skill
development training programme
Traning of more than 7500 candidates is under process as part of ongoing
Skill Development Projects
EIL : Skill Building through CSR Initiatives
February 16, 2016 33
"I believe the real difference between success and
failure in a corporation can be very often traced to
the question of how well the organization brings out
the great energies and talents of its people."
Thomas J. Watson, Jr., 1963
February 16, 2016 34
Thank you!
