A clear career progression path, cross-functional exposure, international project opportunities, strategic involvement in business-critical initiatives, skill development through role rotations by engaging emerging leaders with seasoned mentors, providing employees with a holistic and fulfilling career experience, along with career growth through Individual Development Plans (IDPs), are important factors in retaining key talent in leadership or management positions for the long term.<br><br><!– PROMOSLOT_M –>These measures help organisations to stay ahead of the curve in the <a id=” captionrendered=”1″ data-src=”https://etimg.etb2bimg.com/photo/121335379.cms” height=”442″ href=”http://hr.economictimes.indiatimes.com/tag/renewable+energy” keywordseo=”renewable-energy” loading=”eager” source=”Orion” src=”https://hr.economictimes.indiatimes.com/images/default.jpg” type=”General” weightage=”100″ width=”590″>renewable energy sector’s talent marketplace, according to HR professionals.
The competition for talent in the renewable energy sector from the same pool has led to escalating compensation and difficulties in retaining top talent, according to a study conducted by WalkWater Talent Advisors in 2024.
The study was reportedly conducted among 65 renewable energy companies, (tracking the movement of 204 CXOs) over the past three years.
As India plans to achieve 500 GW of renewable energy capacity—including 280 GW from solar and 140 GW from wind—by 2030, the gap between top talent retention and the right training and skilling of new hires may pose a significant challenge to a sector that is growing by 13.5 per cent (24.2 GW) on a year-on-year basis, reaching 203.18 GW in October 2024, up from 178.98 GW in October 2023.
This disparity highlights the importance of retaining top talent on one hand, and reskilling and strengthening freshers on the other, through career development programmes to meet workforce demands in the coming days.
In this context, interacted with HR leaders to understand the talent strategy needed to maintain the double-digit growth momentum of the renewable energy sector in the long term.
Aniruddha Khekale, Chief Human Resources Officer, Waaree Energies, is of the opinion that providing employees with a holistic and fulfilling career experience, where they are empowered to shape their professional growth while contributing to a sector of global importance, could enhance top talent retention within the organisation.
“We foster a ‘career of choice’ culture, where individuals are encouraged to explore diverse learning paths and trajectories based on their aspirations. Multiple programmes across Waaree are tailored and designed to develop and groom employees from across the organisation to become the next generation of CXOs and Functional Leaders,” Khekale added.
Sonal Gariba, Executive Director, Ravin Group, also opines along similar lines. She said, “At Ravin Group, for employees and management roles, we offer a clear career progression path that includes cross-functional exposure, international project opportunities, and strategic involvement in business-critical initiatives.”
Gariba further said, “We provide senior leaders with advanced management programmes at our business and with established industry players to help them gain a better understanding of strategy, operations and leadership, which they can then apply in their employment.”
Additionally, with the average employee age in the organisation being around 35-40 years, it focuses on skill development through role rotations by engaging its emerging leaders with seasoned mentors within the organisation to foster knowledge sharing and training programmes, to ensure they are well-equipped for higher responsibilities and key decision-making roles, added Gariba.
Anita Maalik, CHRO, Jakson Group, said, “Collaboration with leading B-schools for focused leadership development programmes, enabling movement across domains—from operations to strategy, and projects to business development—as well as involvement in strategic projects, also help effectively retain top talent within the organisation.”
“Our top talent is often placed in high-visibility, career-defining assignments, piloting new technologies, leading digital transformation and driving market expansion initiatives,” added Maalik.
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