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Upskilling allows internal talent to fill 80% open roles at GE Power

General Electric works towards developing smart energy-generation methodologies around the world. Pramath Nath, CHRO - Asia Pacific & India, Steam Power, GE Power shares the Company’s strategies, for its Asia Pacific & India operations, to diversify the workplace and upskill internal talent for internal promotions

Source | |  Akshit Pushkarna

Reskilling or upskilling employees in order to ensure maximum productivity is a practice that many organisations follow to improve their attrition rates. Pramath Nath, CHRO – Asia Pacific & India, Steam Power, GE Power, tells HRKatha how reskilling has been the priority for his team at GE.

“Reskilling is the most critical HR project rolled out by us in India, in 2021. We keep a live skill inventory of each talent and that’s the reference point for any upskilling initiative,” shares Nath. All learning interventions are designed to bridge skill gap, if any. The on-the-job learning plan and the upgradation of technical capability are the ways in which “we help our talent upskill themselves and be role ready”. In projects — services as well as manufacturing — the reskilling programme has been unveiled “to achieve our business transformation objectives,” Nath further elucidates.

Via upskilling, the Company has been able to fill almost 80 per cent of open roles internally. “Reskilling, coupled with clear actions from our rigorous talent-review process — such as bubble assignments, specific development plans, talent upgrades in key roles and so on — have enabled us to fill 80 per cent of all open roles, to date, with internal talent,” Nath elaborates on GE’s reskilling initiative. “With energy transition and our own business transformation at Steam Power, it is imperative to build a series of interventions to enable employees to update their skills, and remain agile and relevant at the workplace,” he opines. That is why, the Company has also developed programmes for people leaders at Steam Power, to support them in leading and coaching their teams in a hybrid work environment.

The power sector is known to be dominated by men, but Nath is working to make the GE workspace more diverse. “While it is true that women are traditionally under-represented in the power sector, I see their numbers growing in leadership roles across various levels, including instances of engineers and technical experts. We have been able to make progress by driving diverse candidate and interviewer slates as well as promoting talented women, internally,” reveals Nath. “Women hold the global CEO, CHRO and CFO positions at Steam Power,” informs Nath, proudly.

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