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Talent Management Insights: Interview With Harsh Bhosale, Chief People Officer, Essar Oil Limited

 Talent Management Insights: Interview With Harsh Bhosale, Chief People Officer, Essar Oil Limited

 

Being Member Of  The Advisory Council Of The India CHRO Forum  Powered By Sodexo India And Led By Paul Writer We Have Featured A Short Interview With Interview With Harsh Bhosale, Chief People Officer at Essar Oil Limited.

 

3 Ways by which organizations can focus on talent development? 

 

A talent strategy needs to offer and align a value proposition that creates value for both the organization and the employees.

 

  • Identifying Critical talent and create a talent agenda- It is vital for an organisation to know its employees and create an effective talent agenda aligned to the business strategy and objectives. Creating the  talent agenda along with the  senior leadership is an essential step in this journey and ideally Talent strategies of organisations should have  specific actions for each leader  which dovetail effectively into the organisation business strategy

 

  • Creating Talent Council – Organisations world over are leveraging on the presence of their leadership team by creating talent councils which consist of the top brass of the organisation. This council then gets together and identifies talent management initiatives for the target group. Facilitated by the CPO this team is able to leverage upon their unique business knowledge and roles to shortlist initiatives that automatically align to the business strategy, are high on execution feasibility and match with the individual talent aspirations. The direct involvement of the top leadership by way of participating in the talent council itself lends very high credibility to the entire Talent management programs and enables high speed execution.

 

  • Continuous learning – It is becoming seemingly important to reinforce the value of learning even from failures in organisations. Supervisors become the fulcrum of all talent initiatives by building sustainable processes to support development. Few of the processes which propel an organisation towards achieving learning excellence are robust knowledge management, mentoring and coaching and “Management of Change” processes.

 

Your advice to manage talent crunch?

 

Organisations need to move away from resource mindset to talent mindset. Candidates today are not choosing an organisation only based on monetary benefits but they are choosing organisation that add value to their long term careers. A right blend of candidate’s aspirations and employer value proposition brings in a mutually beneficial employee and employer relationship to the table.

 

Internal Mobility Management – Investing in Mobility management process and systems has yielded high rewards in talent retention for several organisations. The mobility management team becomes responsible to take the internal job posting to the next level by ensuring the resource movement actually happens and making the process credible.

 

Cadre building – Building a strong talent pipeline requires organisation to induct at bottom of the pyramid and fuel growth at the middle. Even though recruiting from outside can be a good strategy in short term but only internal carder building can give you a long term solution to developing resources at all levels with the right cultural assimilation, ownership and operational experience which can handle the cascade in case of a leadership position succession without compromising on the agility due to talent crunch.

 

Example or your advice to organizations to structure benefits to motivate their employees?

 

A well-crafted Total Rewards Philosophy including programs, practices, elements and dimensions that result in satisfied, engaged and productive employees, creates desired business performance and results.

 

      This philosophy gets translated into four elements:

  • Performance Management
  • Rewards & Recognition
  • Career Progression
  • Inculcation of “Innovation” as a Core value in the organization culture.

 

Commitment of leadership to provide employees with various tools and platforms to develop their knowledge and skills, to connect with employees and their families, to manage their careers, to drive innovation, to recognize excellence and thereby create a motivated talent force result in superior performance and results for the business.

 

 Profile: Harsh P. Bhosale presently heads Human Resources for Essar Oil Limited. He possesses around 30 years of experience. From 2010, he has been associated with Essar Group as Head HR for Essar Steel post which he assumed the role of Chief People Officer for Essar Oil in July 2012. He has been instrumental in developing the Oil - HR into a vibrant and responsive business function.