Sterling & Wilson Renewable Energy, a global engineering, procurement, and construction (EPC) company, isn’t just building a sustainable future through renewable energy projects; it’s cultivating a thriving workforce to achieve that goal. The company understands that employee engagement goes beyond paychecks. It prioritises flexibility, continuous learning, talent development, and a diverse and inclusive culture, fostering an environment where employees feel valued, empowered, and equipped to excel.
Flexibility as the cornerstone
Sterling & Wilson recognises the importance of work-life balance. Its cornerstone policy, ‘Flexi’, empowers employees to manage their schedules effectively. Gone are the rigid nine-to-five routines. Instead, employees can choose their work hours within a designated window. This autonomy reduces stress and fosters satisfaction, as Basavarajappa C, head-human resources, Sterling & Wilson, emphasises, “Some employees start at 9 a.m. and work eight hours, while others start at 10 a.m. We’ve eliminated the stress of rigid schedules, enhancing employee satisfaction.”
“Some employees start at 9 a.m. and work eight hours, while others start at 10 a.m. We’ve eliminated the stress of rigid schedules, enhancing employee satisfaction.”
Basavarajappa C, head-human resources, Sterling & Wilson
This commitment to flexibility extends to generous leave policies, including the ability to carry forward unused leave and a recent four-day work-from-home policy implemented in response to employee requests and shifting business needs. Additionally, the company offers a loan scheme, a medical claim policy, and a corpus fund to support employees facing financial difficulties.
Investing in employee growth
Sterling & Wilson recognises that a stagnant workforce hinders progress. ‘Continuous Education’ isn’t just a slogan; it’s a pillar of their strategy. The company encourages and financially supports employees in pursuing higher education relevant to their roles. This not only benefits individual skill development but also equips the company with a future-ready workforce.
Fostering talent from within
Sterling & Wilson champions internal talent development. The company meticulously selects Graduate Engineer Trainees (GETs) through rigorous assessments. Once on board, these GETs undergo a comprehensive three-month programme. It starts with company familiarisation and exposure to various departments, followed by departmental placements based on preferences. Regular reviews ensure continuous support and learning. “This holistic approach empowers trainees to gain a deep understanding of our operations, laying the foundation for their future growth within the company,” explains Basavarajappa.
For high-potential employees, the company offers leadership development programs such as ‘Shikhar’, meaning ‘peak’. This programme identifies and grooms promising individuals through targeted training, mentorship, and challenging assignments. Selection is based on performance, leadership aspirations, and tenure. The programme covers various business aspects, including unit interactions, optimisation strategies, and cross-functional collaboration.
Similarly, the ‘Udaan’ programme focuses on mid-level managers. Both Shikhar and Udaan utilise 360-degree feedback mechanisms to assess progress and personalize training. These programmes not only equip participants with skills but also provide networking and mentorship opportunities, accelerating their upward trajectory.
Cultivating a diverse and inclusive culture
Cultural diversity poses unique challenges for global operations, a reality Sterling & Wilson confronts head-on. Basavarajappa recounts, “When undertaking projects in the US and Australia, we faced significant cultural and linguistic barriers.” In response, the company engaged external consultants to develop a programme aimed at bridging these gaps, focusing on effective communication strategies and cultural synergy. This initiative significantly enhanced cross-cultural communication proficiency among participating employees.
Tailored retention strategies
Sterling & Wilson combats attrition through a multi-pronged approach. Competitive compensation packages ensure employees feel valued. However, the company recognises that a positive work culture is equally important. Open communication, transparency, and employee feedback sessions are actively encouraged. “We have instances where employees left but returned due to the culture mismatch or a desire to return to our work environment,” shares Basavarajappa. The company fosters a welcoming environment, leading to a remarkable annual rehire rate of 5-10 per cent.
In conclusion, Sterling & Wilson’s commitment to employee engagement extends beyond traditional methods. By prioritising flexibility, continuous learning, internal talent development, and a culture that embraces diversity and inclusion, the company creates a win-win situation. Employees feel valued, empowered, and equipped to contribute their best, ultimately driving the company’s success in the renewable energy sector.
