In a rapidly evolving landscape shaped by digital transformation and sustainability goals, HR leaders are tasked with building a future-ready workforce. Drawing on decades of experience across sectors, Gopalji Mehrotra provides insights on aligning workforce capabilities with shifting industry needs. He highlights the growing importance of adaptability, continuous learning, and digital proficiency at every level of manufacturing. This article delves into practical strategies for cultivating a resilient and skilled workforce capable of meeting both present demands and future challenges.

With digital transformation and the growth of AI, how are traditional sectors like energy and manufacturing adapting?

The global energy landscape is evolving faster than ever before. To maintain growth and success in this dynamic environment, our leaders need a diverse and adaptable skill set, along with a mindset that fosters creativity. They must develop and implement comprehensive frameworks to envision, build, and continuously improve systems and processes. As part of our ‘tiered, structured & phased’ approach, we have proactively built multiple leader cohorts to aid this transition, ensuring our leaders are well-equipped to enhance their liminal leadership and become fungible, full life-cycle oriented, self-aware ‘Visionaries of Tomorrow.’

Digital transformation and AI continue to revolutionise our industries, creating an urgent need for constant upskilling and self-directed learning. Traditional industries, known for their stability, now face the challenge of rapid technological advancements. This shift requires not just the implementation of new technologies but also the fostering of a culture that encourages continuous learning. Making learning accessible to everyone, from the plant floor to the corporate office, has become essential. At our organisation, we constantly rethink our approaches and develop scalable learning solutions tailored specifically for our refinery and evolving petrochemicals environments.

How are you ensuring your workforce is ready for the future, given the rise of automation and the shift towards a sustainable economy?

Our approach is two-fold: balancing technical and digital skills with human-centric skills and promoting basic AI at scale, such as AI and data analytics, alongside human-centric skills like problem-solving, creativity, and emotional intelligence. This balanced approach ensures our employees are well-rounded and adaptable to changing environments.

Our training programs are designed to continuously raise the bar, equipping employees with the necessary technical skills and soft skills required to thrive. We incorporate sustainability practices into our training modules to align with our green energy goals. This includes integrating sustainability into everyday work practices and emphasising the importance of human skills in a technologically advanced workplace. Additionally, we make learning accessible to everyone by developing scalable digital learning solutions. This holistic approach ensures that our talent development strategies not only support our immediate business needs but also prepare us for future challenges and opportunities.

How have e-learning platforms been integrated into the overall talent development strategy?

We have successfully blended digital and traditional learning methods to create a comprehensive talent development strategy. We use platforms like LinkedIn Learning to complement hands-on training sessions. Shared accountability is key—our L&D teams curate relevant content, but employees are encouraged to take ownership of their learning paths. Recognizing and rewarding excellence is also integral to our strategy. For example, we celebrate employees who complete certain learning milestones. Integrating these platforms into Individual Development Plans (IDPs) ensures that learning is personalised and aligned with career growth. We’ve also tackled challenges like digital literacy by making platforms user-friendly and accessible to all, even those who are not digitally savvy.

In this volatile environment, how do you convince CXOs to prioritise L&D initiatives?

It begins with demonstrating the impact of L&D on growth and employee engagement. When employees feel that their development is being invested in, they are more motivated and productive. Trust and a shared vision between CHROs and L&D heads are crucial. We achieve this through curated Individual Development Plans co-owned by employees and their managers. These plans are not just about skills acquisition but are tied to the strategic goals of the organisation. We also present data and success stories to show how L&D initiatives contribute to overall business performance. In a volatile environment, the ability to adapt and grow is indispensable, and L&D is the backbone of this adaptability.

Looking ahead, how do you see the future of skill and talent development aligning with your business strategy?

The future of skill and talent development is intrinsically linked to our business strategy. As we continue to navigate digital transformation and sustainability, we’re focusing on creating a workforce that is agile, knowledgeable, and resilient. We plan to build on our current initiatives, enhancing our digital learning platforms and integrating more advanced AI-driven tools to provide personalised learning experiences. Additionally, we aim to foster a culture of continuous improvement where learning is embedded in everyday work life. This holistic approach ensures that our talent development strategies not only support our immediate business needs but also prepare us for future challenges and opportunities.

What advice would you offer to other leaders in the energy and manufacturing sector navigating digital transformation?

My advice on this shall be three-fold:

• Embrace change with an open mind, lead by personally adopting digital technology early, and foster collaboration across business functions for effective transformation.
• Encourage a culture of continuous learning and don’t retract from investing in people's development during business downturns.
• Show compassion as your people navigate anxieties induced by digital transformation impacting their roles, and be patient as they reskill to adapt confidently to new demands.

Remember, your processes and practices are only as effective as they make your employees feel, and understanding this is where true leadership lies