The world today is living the reality that we had not even imagined. Impact of COVID-19 on our daily lives including economic activity and mental health has left us disoriented and emotionally overwhelmed. Our lifestyles, social interaction patterns, work arrangements etc. have undergone substantial change at an individual level. Similarly, at a much broader level, the complete socioeconomic fabric has undergone a massive shift.
It was Monday morning but Rajat had no Monday blues, at once with the WhatsApp beep he got up, half asleep opened the door, with half eyes opened searched for the newspaper and milk packet, but found none to his avail. Rajat told himself These are lockdown blues, won’t get any newspaper or fresh milk until this COVID situation ends’. Rajat made black tea and got ready for his work. He is the Location In-charge of Ajmer LPG Plant. The young vibrant Rajat who was known for his fun loving and jolly attitude had worn silence on his face, the empty roads and closed shops added to the hollowness that the COVID 19 pandemic has created. He looked at the Plant from his cabin’s window and could not recognize from so far who was working in the shift as everyone was wearing a mask. Even the carousal’s noise could be feebly felt.
In today’s fast-paced, competitive and dynamic world, four generations co-populate the workspace: the Baby Boomers, Generation X, Millennials and Generation Z. They range in the age of 18-74 years. With an age gap of 50+ years, these workers bring distinct challenges, strengths, and expectations to the workplace. Identifying and adapting to these differences is the key to effectively managing a multi-generational staff.
Since its inception, throughout its six-decades-long journey of exploration and production of oil gas, ONGC has been a vocal advocate of embracing a diverse work environment. People, regardless of gender, region or disabilities, can blend and deliver their best to secure the nation’s energy needs. While several ONGC initiatives and policy reforms have been structured to embrace gender mix and equality in the operations of the energy major,
“I remember the first time I was being interviewed for the Operations leader role. The company had its office in Indore and I was flying from Delhi leaving my family and a job of 10 years to understand the role, discuss the job, and its deliverables, with Satish, the HR site leader. Everything seemed good but moving from Delhi and bringing my family to Indore was just too much. I was not convinced and then on the night when I was flying out, Satish said, “Priyank, the truth is that you will get better roles and higher compensation packages, but this site needs you. I am sure under your leadership; the teams will flourish, and we will be able to march ahead. Will you give us a chance?”
CHAITANYA GOVANDE, BPCL govandec@bharatpetroleum.in