Electric Vehicle Talent

Landscape (in India)

Electric Vehicle Talent Landscape (in India)

Intent-
To prepare a talent landscape for Electric Vehicle Industry in India which will aid future
resourcing/recruitment. The available talent map will help hiring managers to target best talent
available with the competitors and new territory focusing sourcing efforts

Segment wise talent landscape Start-Up Vs Market Leader Demographic Distribution Of EV Talent (India)
6% 5%
EV Talent 14%
29%
2%

50% 50%
29%
58%
5%

52%

2 Wheeler 4 Wheeler Cycles Startup

Passenegr Vehicle Comeercial Vehicle Automotive Companies EV Business Bengaluru Delhi/NCR Mumbai Others
Target Talent Landscape - Electric Vehicle (in India)

Start-Ups
Ola electric Lush Motors Sun Mobility Shema Electric
.
Bounce Kabira Mobility SmartE Evtric Motors
Yllu Ultraviolette Automotive Exicom Telesystems Gravton
Vogo Revolt Intellicorp ION Energy Etrio Telematics Organizations
Ather Energy Srivaru Motors BattRE Welectric
Ebike Cerebrox
Tork Motors Simple Energy Eluer Motors Gtinntech
Verge Motors BYD Olectra Emote Electrics RACEnergy Intellicar telematics iGateway Systems
Emflux BluSmart Mobility Storm   Azuga Track Masterz
Okinawa Autotech Exponent Energy Orxa Energies   ANS IT India Pitasys
Twenty-Two Motors GMW Bajaj Chetak  

Charging Infrastructure
OEMs
Bajaj Auto Corp Kinetic Green
(Future)
Mahindra Electric TVS Motors Tata Power Reliance Industries
MG Motor India Maruti IOC NTPC
Hyundai Motor India Toyota Kirloskar BPCL Power Grid
Olectra Greentech Ltd Mitra Mobility Solution Talent
JBM Auto Limited Evey Trans Pvt Ltd Landscape
Hero Electric
Ampere Vehicles Pvt Ltd
Tata Motor
Ashok Leyland Electric
Technology Organization
Revolt IntelliCorp Pvt Ltd Menza Motors Hiring on technologies should be skill focused and cannot
okinawa Autotech Lohia Auto be limited to industry
Piaggio Vehicles Kia Motors Internship Software Engineer Hardware Engineer
Motherson Sumi Eicher Motors UI/US Designer App Developer
Embedded Developer DB Skill
Artificial Intelligenece Machine Learning
Security Expert Platform Engineering
PCB/Layout Engineer IoT
HRBP Contribution in
Electric Vehicle Talent (in
India)
HRBP Strategic Drivers

08
.

PREPARING FOR MULTIPLE FURUTE

HYBRID WORKMODEL 01
Past year we have witnessed a shift in way of working. Employees likes to
customize their working hours, and few might like to work after traditinal
The future of work, above all else, is flexible and
ambiguous. Employees increasingly demand more
01 working hours. Giving them a room to personalize their way of working will
increase job satisfaction and productivity along with option to work form office
or home (basis role)
flexibility around where, when, and how they work. By
leveraging data-driven workforce and scenario planning,
we can create more adaptive strategies that develop as the 08 02
business environment evolves. 

07 IMPACTFUL REWARDS
A focused reward offering with emphasis on supporting
COLLABRATIVE WORK CULTURE BY DESIGN
Remote working has shrunked employee’s networks and made
organization more siloed. This has negatively impacted collbration and
02
employees and creating purpose alogn with offering of incusive
benefits, holisitic employee wellbeing and mental health
support
07 03 innovation. A collaratvie work culture by design offering both physical
and digital connect will help in overcoming this challenge and lead to
connect employees asynchronously

06 CAREER EXPERIENCE
A focused design to enabling an exclusive career experience to PERRINIALS –MOVING BEYOND GENERATION
03
employees with investment in expanding employee capabilities
and giving them new opportunity. Offering and facilitiating
career moves to employees within organization via Lateral,
06 04 A focused effrot on analysing what seprated different generations
workforce- Gen Y, X & Z. Though research proves that inter generational
Vertical, Rotational and Boomerang carrer options will enable dfference are slim, all look forward to purpose, good leader and professinal
more enaged, skilled and experienced employees and will also
benfit business with improved qualtiy of work.
05 growth. Focus will be on team players who go beyond stereotype and make
connections with each other. This will enable us to personalize HR reach to
different group of people

05 BUILDING TALENT OVER BUYING TALENT

Buying talent during the inception of the team will suffice but to
have a longer continuity of talent with organization, building this
3C- CONNECT, COACHING & CONSULTING
As HRBP would act as advisory to manager and leadership on the way
current and future challenge may effecti organization. To have a proactive
04
talent to take up upcoming roles or a successor will need to be planning to address challenges
focused with help of specialy deisgned learning programs.