secl hr vision 2020-document-draft16
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HR Vision 2020
A Roadmap…
Building High Engagement Culture and Respectable Organization to work,
through Best People Practices…
SOUTH
EASTERN
COALFIELDS
LIMITED
(A Subsidiary of Coal India Limited)
1
PROLOGUE
Coal India Limited (CIL), a Maharatna Company and the largest coal producer as
well, has the huge responsibility in energizing the Nation and to play a crucial role in the
economic growth of the Country. CIL has envisioned achieving one billion tonne coal
production by the year 2019 – 2020 to support the country’s energy mission. Indeed, it is a
stupendous task to rise to this scale of performance from the current production of about 500
million tonne. The key strategies for achieving this height include ramping up production
capacity from the existing mines, aggressive action plan for opening new mines, massive
modernization & technology adoption and high stakeholder engagement. The role of the HR
in CIL, in this context, has become very crucial, as the people driven processes are the critical
success factors for the organization to succeed. The people in the organization will have to
demonstrate high engagement and extraordinary capabilities in the areas of project
management, contract management, risk management, land acquisition, rehabilitation &
resettlement, environment management, stakeholder engagement, etc. At the same time the
management has to provide an inspiring, empowering, motivating and self-fulfilling work
environment built on trust. Mere incremental improvements of the current HR processes and
practices in CIL can no longer deliver the desired result for realization of the Company’s
ambitious corporate plan. The underlying HR logics, assumptions and beliefs in CIL and the
people processes and practices must have to undergo a paradigm shift to drive the corporate
plan.
We have already initiated major changes for strategizing the HR frames of the
Company. Introduction of balanced scorecard based performance management system,
creating critical capability for land acquisition and environment management, infusing about
5500 young and energetic talent pool, best in class management training and online HRIS, the
only integrated system with online PMS module, Skill mapping, Training & Development,
executive information system, etc., are some of the key strategic initiatives which have
already been rolled out.
The average age of executive population in the Company is about 47 years. About 750
executives from the middle management and the senior management are retiring every year.
This has already created a vacuum in the middle management pool. The fresher joining the
Company will have to be retained, developed and fast tracked through accelerated
mechanism to assume leadership roles.
For us to deliver on the strategic thrust areas of the Company, the HR function, in
partnership with others, needs to deliver on 5 people imperatives. These are: ensuring the
availability of right type of talent (defined in terms of specific technical/ behavioural
competencies), at the right time, at the right place, and in the right cost; creating high
performance workforce; developing value based leadership at all the levels in the
organization; creating engaged and motivated employees; and building a culture of
continuous learning, efficient operations, social consciousness and stakeholder
responsiveness.
2
The key to achieving the stupendous goal lies on the shoulders of the Human
Resource of the Company. The Human Resource Management in CIL has to be more
strategic than transactional to be vital to the Company's vision. The HR organization in the
Company needs to champion a series of transformational initiatives to be a strategic partner
to the organization. As stated above, we have already recruited about 5500 fresher in all
disciplines. Another 5000 fresher would be joining us in next 5 years. The management team
of the Company is going to be dominated by young generation leaders with multiple
capabilities and diverse aspirations. It is very strategic to the organization to engage and
channelize the energy, enthusiasm and vigour of this team and leverage their potential for the
organizational success. This is possible only through robust people processes and practices.
Therefore, this is the right time to change the organization and its culture to provide
challenging opportunities for performance, benchmark avenues for career growth and best in
class opportunities for development so that CIL becomes the best place to work.
A team of HR functionaries, from all levels from all subsidiaries, has revisited the
current people practices, in the context of the changing business imperatives, to redefine the
role of HR in CIL and to create a business driven HR to take on the business challenges so
that the HR strategies are well aligned with the business imperatives.
After an in-depth analysis and deliberation the team has evolved an HR vision
document which reflects the aspirations of the HR functionaries and their commitment to the
cause of the organization. The key strategies in the vision document include key activities in
the core people management areas like manpower planning, succession planning, training &
development, organizational culture, corporate branding, IT initiatives, Welfare, CSR, etc.
Execution of the above strategies would go a long way in building CIL into a high
performing organization.
(R. Mohan Das)
Director (P&IR)
Coal India Ltd.
3
FOREWORD
It is indeed a pleasure that the HR function at South Eastern Coalfields Ltd. is releasing its
roadmap for HR Vision 2020. A focused approach is pertinent when we are looking at a
stupendous goal of rising to 239.6 MT production target of SECL by 2019-20, from the
current production of 128.3 MT in 2014-15. The challenge is not only to achieve the high
growth rate, but to stay sustainable in the long run. A sustainable organization is one that
simultaneously delivers on social, economic and environmental factors to ensure long-term
betterment for the society and for organizations. Simply put, a sustainable organization can
work along with all pillars of the triple-bottom line approach. The pillars of profit, planet and
people are interrelated and these elements of the approach can fit into a self-propagating
advantageous situation. I am sure that this blueprint on vision for Human Resource
Management, or rather Human Capital Management will contribute towards attainment of the
production goals of SECL in coming years.
I would like to congratulate the HR team, which under the leadership of Director (Personnel),
SECL has come out with the roadmap for HR Vision 2020. I would also like to take this
opportunity to urge the HoDs from various departments and the Area GMs to extend their full
support and also monitor for proper implementation of the outlined activities within
prescribed time.
Best Wishes.
(Om Prakash)
Chairman-cum-Managing Director
SECL
4
FOREWORD
South Eastern Coalfields Limited (SECL), being the largest subsidiary of Coal India Limited
in terms of Coal production has to onus to contribute majorly to the 1 billion tonne target
production of Coal India by 2019-20. In these circumstances, where the organization is
looking to almost double its production target in a timeframe of 5 years, HR has to emerge as
a strategic business partner inclining with the top management activities and building SECL
for being sustainable not just for today, but for tomorrow and beyond. The approach to
people management has to stop being myopic. In this regard, we are happy to present the
roadmap for HR Vision 2020 for SECL.
HR can use its unchallenged ownership of a diverse range of key processes, be it Talent
Management and Development, Organizational Design and Development, Workforce
Optimization, Technology Enablement, Performance Management, Reward and Recognition,
Internal Communication, Change Management etc. to uniquely configure processes and
practices and deliver a setup conducive to attainment of organizational goals. I am sure that
the HR Roadmap outlined, will position HR as an indispensable value creator.
I would like to take this opportunity to appreciate the effort put in by the HoDs and young
managers (Team “Yuva”) of Personnel/HR function of SECL, for the multiple rounds of
discussions leading to the finalization of activities and timelines under the various parameters
under the HR Vision 2020 roadmap. This has been compiled with valuable thoughts and
ideas pooled in together.
I extend my best wishes for successful rollout and implementation of the HR roadmap for
SECL.
(Dr. R S Jha)
Director (P)
SECL
5
VISIONING METHODOLOGY
A strategy mapping exercise was undertaken for developing a road map for Human Resource
Management to support the corporate plan of CIL achieving one billion tonne coal production
by the year 2019-20.
2-days visioning workshop was conducted on 6th and 7th May, 2015 at Hotel Tuli Imperial,
Nagpur. The workshop was moderated by Shri R. Mohan Das, Director (P&IR), CIL and Shri
Rajiv R Mishra, Chairman-cum-Managing Director, WCL. It was attended by all the
Directors (P) of all subsidiaries, General Manager (P/IR), General Manager (P/EE), General
Manager (System), General Manager (CSR), General Manager (IED), Heads of Dept. of
Executive Establishment of all subsidiaries and executives from System Department, IED,
Personnel and CSR department. A team of fresher from all subsidiaries and CIL also
participated in the workshop for evolving the road map. There were total 71 participants,
cutting across all management levels, in the 2 full days of engagement.
The key themes of HR management in CIL were presented and deliberated threadbare at the
workshop. The key issues under each HR theme were discussed in different groups by the
participants. The ideas generated by the groups were further deliberated in the general
sessions that followed. The outcome of the general sessions accepted by the participants have
been compiled in the format of the road map.
Core team headed by Director (P) has been formed for monitoring the execution of the road
map for each core area.
6
As a follow-up to the workshop at Nagpur and the subsequent release of the CIL HR Vision
2020, the subsidiaries were entrusted with the responsibility to come with the plan for
implementation of the parameters detailed out in the vision document.
Subsequently the team at SECL, comprising of HoDs from all the departments in the D(P)
Directorate, other related departments and the young managers (Team “Yuva”) under the
leadership of Director (Personnel) – SECL, Dr. R. S. Jha had multiple round of deliberations
to chart out the plan, ascertain responsibility and the timelines for ensuring the channelization
of the activities flowing from the CIL HR Vision 2020 document. This document is a
continuation from the CIL HR Vision 2020 document and mentions the activity plan with
respect to South Eastern Coalfields Limited.
“You can have the“You can have the“You can have the“You can have the best strategybest strategybest strategybest strategy and the best system in the world, but if and the best system in the world, but if and the best system in the world, but if and the best system in the world, but if
you don’t have the hearts and minds of the people who work with you, you don’t have the hearts and minds of the people who work with you, you don’t have the hearts and minds of the people who work with you, you don’t have the hearts and minds of the people who work with you,
none of it comes to life.”none of it comes to life.”none of it comes to life.”none of it comes to life.”
-Renee West
7
TABLE OF CONTENTS
Sl. No. Topics Page No.
1. Human Resource Planning 8
2. Promotion & Transfer 12
3. Industrial Relations 14
4. Training & Development 17
5. Organizational Culture 25
6. Corporate Branding 29
7. IT Initiatives 31
8. Delegation of Power 35
9. Corporate Social Responsibility 37
10. Welfare 42
11. Legal 49
12. Security 53
“There are far, far better things
ahead than any we leave behind.”
- C S Lewis
8
Human Resource
Planning
Optimum Utilization of Human Resource
If you don’t know where you are going, any road will lead you there.” - Lewis Carroll
9
HUMAN RESOURCE PLANNING
TARGET AS PER CIL’s HR VISION 2020
VISION ACTIVITY TIMELINE INTERFACE
Optimum
Utilization of
Manpower
1. Non-Executive
Manpower Assessment
till 2019-20
31st August
2015
IED, Safety,
Planning
2. Executive Manpower
assessment till 2019-20
31st January
2016
Through Consultant
3. Recruitment Plan for
Non-Executives
(Statutory & Technical)
31st October
2015
Subsidiaries
4. Recruitment Plan for
Executives
31st March
2016
CIL Recruitment
Section
5. Process Document for
Succession Planning
31st August
2015
Cross Functional
10
Committee consisting
of GM/HoD – P&A,
IED, MP, P&P, S&R to
be constituted
The assessment report
to be duly submitted by
the committee by Aug.
2015
Activity to be centrally
driven from CIL via external
agency
Retirement Profile till
2019-20 – HoD (EE) –
Timeline: July 2015
Existing/Proposed project
details till 2019-20 – GM
(IED) {Interface: P&P} –
Timeline: July 2015
Pre work at SECL in terms of
expected data required for
the activity to be done
ACTIVITY PLANACTIVITY PLANACTIVITY PLANACTIVITY PLAN
HUMAN RESOURCE PLANNING
2. 2. 2. 2. Executive Manpower Assessment till 2019Executive Manpower Assessment till 2019Executive Manpower Assessment till 2019Executive Manpower Assessment till 2019----20202020
1.1.1.1. NonNonNonNon----Executive Manpower Assessment till 2019Executive Manpower Assessment till 2019Executive Manpower Assessment till 2019Executive Manpower Assessment till 2019----20202020
3. 3. 3. 3. Recruitment Plan for NonRecruitment Plan for NonRecruitment Plan for NonRecruitment Plan for Non----Executives (Statutory & Technical)Executives (Statutory & Technical)Executives (Statutory & Technical)Executives (Statutory & Technical)
SECL’s HR ROAD MAP – VISION 2020
Based on the Non-Executive
Manpower Assessment Report,
recruitment plan to be worked out
Resp: HoD (MP) – Timeline: Oct 2015
11
5. 5. 5. 5. Process Document for Succession PlanningProcess Document for Succession PlanningProcess Document for Succession PlanningProcess Document for Succession Planning
4. Recruitment Plan for Executives4. Recruitment Plan for Executives4. Recruitment Plan for Executives4. Recruitment Plan for Executives Being taken up by
CIL
Being taken up by
CIL
12
Promotion and Transfer
Unleashing Potential for Excellence
“Don’t limit you challenges, challenge your limits.”
- Jerry Dunn
13
PROMOTION & TRANSFER
TARGET AS PER CIL’s HR VISION 2020
VISION ACTIVITY TIMELINE INTERFACE
Unleashing
Potential for
Excellence
Promotion Policy
1. Revisiting Promotion
Policy
2. Promotion from E7 to
E8
3. Promotion below E7
4. Promotion from Non-
Executive to Executive
31st December 2015
Jan to March every year
31st March 2016
31st March
EE, IR Depts.
of CIL
Transfer Policy
5. Revisiting Transfer
Policy including
sensitive disciplines
31st December 2015
EE, IR Depts.
of CIL
14
Industrial Relations
Building Trust through Mutual Understanding
“When people go to work, they
shouldn’t have to leave their
hearts at home.”
– Betty Bender
15
INDUSTRIAL RELATIONS
TARGET AS PER CIL’s HR VISION 2020
VISION ACTIVITY TIMELINE INTERFACE
Building trust
through mutual
understanding
1. Revisit of Employee
Grievance Redressal
Management System
31st July 2015 CIL & Subsidiaries
2. Creating Interface
between trade unions
& management
Quarterly CIL & Subsidiaries
3. Separate cell for
contract labour
management
30th July 2015 Subsidiaries
16
2. 2. 2. 2. Creating interface between trade Creating interface between trade Creating interface between trade Creating interface between trade
unions and managementunions and managementunions and managementunions and management
1.1.1.1. Employee Grievance Redressal Employee Grievance Redressal Employee Grievance Redressal Employee Grievance Redressal
SystemSystemSystemSystem
Committee comprising of GM
(P&A), Dy. GM (IR), HoD (EE), TS to
D (P) to revisit the existing
grievance redressal systems, viz.
a) Project “Harmony” b) 3-tier IR
system c) Personnel/Line
Executives in areas and units
ACTIVITY PLANACTIVITY PLANACTIVITY PLANACTIVITY PLAN
Company level IR, Steering Committee
and Welfare board meetings being held
quarterly
Project “Samanvay Sammelan” to be
organized jointly with management and
Trade Union representatives centrally
once every year
Resp: GM (P&A), Dy. GM (IR) & TS to D(P)
3. 3. 3. 3. Separate cell for contract labour Separate cell for contract labour Separate cell for contract labour Separate cell for contract labour
managementmanagementmanagementmanagement
Committee comprising of GM
(P&A), Dy. GM (IR), GM
(CMC) to ensure by July 2015
INDUSTRIAL RELATIONS
SECL’s HR ROAD MAP – VISION 2020
17
Training & Development
Capability Building for Human Excellence
“The mind is not a vessel to be filled, but a fire to be ignited.” -Plutarch
18
TRAINING & DEVELOPMENT
TARGET AS PER CIL’s HR VISION 2020
VISION ACTIVITY TIMELINE INTERFACE
Capability
Building for
Human Excellence
1.Revisit of Training Policy 31st July 2015 Cross functional
- CIL
2.Online Portal for Cross
Functional Training
30th December
2015
IT
3.Departmental Skill
Development – RPL
Certification (1 Lakh)
1st Year – 40,000
2nd Year – 60,000
NSDC
4.Revamping of IICM
a) Appointment of faculties
from reputed academic
institutes
b) Engagement of practicing
managers & retired
executives
c) Identification of Training
modules
d) Identification of Resource
persons internal and
external
e) Revisiting of MT’s &
AM’s training programs
f) Collaboration with reputed
institutes like IIMs, IITs,
NITs etc for cross
functional training
g) Introduction of the concept
of Mentor & Mentees
h) Introduction of training
program from non-exe to
executive
31st December
2015
31st August 2015
31st August 2015
31st August 2015
31st October 2015
31st August 2015
31st August 2015
31st August 2015
External
Agencies &
Premier
Institutes
5.Strengthening of VTC &
other Institutes (MDI)
31st August 2015 Subsidiaries
19
6.Development of scheme for
internal candidates for
passing statutory
examinations (200 from each
subsidiary)
31st July 2015 Subsidiaries
7.Capability Building
a) Identification of critical
position
b) Identification of skill
inventory
c) Skill Gap Analysis
d) Competency Mapping &
Assessment Centre
e) Imparting Skill
Development Programme
31st December
2015
31st December
2015
31st March 2016
31st March 2016
Continuous
process
Cross functional
8.HR Audit/ Training Audit
Audit of existing HR &
training processes
31st December
2015
External Agency
9.Knowledge Management
a) Launch Knowledge
Management Process
b) Creation of Expert
Professional Blog
c) E-Journal/e-library for
capturing and storing
knowledge
d) Workshop/Seminar/
Symposium
30th September
2015
30th September
2015
31st March 2016
3 in a year
System,
Professionals
from industry,
CMPDI
10.Crash Programme for
Shop Floor employees
For line activity
4 per year per VTC
Subsidiaries
20
11.HRD Facilitators
a) Tap the pool of retired CIL
executives/ adjoining
institute
b) Need based skill
development based on
inputs from supervisors and
individuals.
30th September
2015
Continuous
process
IICM
IICM
12.Introduction of Mentoring
and Reverse Mentoring
31st August 2015 Policy Cell, CIL
21
IICM training calendar to be
obtained and modules to be
decided/framed function wise
by CGM (HRD) (July 2015)
1. Study materials to be obtained from
IICM
2. Existing study materials with HRD
dept. to be reorganized
Resp: by CGM(HRD) {August 2015}
3. 3. 3. 3. Departmental Skill DevelopmentDepartmental Skill DevelopmentDepartmental Skill DevelopmentDepartmental Skill Development
Accordingly portal to be designed by
Systems dept.
SECL website will be used for
imparting training, with login and
password for employees
Resp: HoD (Systems) {Sept 2015}
CGM (HRD), SECL to connect with GM
(HRD), CIL to discuss existing programs at
SECL and take necessary action by seeking
clarity regarding RPL certification, yearly
target for training, procedure for
engagement of agency etc.
2. 2. 2. 2. Online Portal for Cross Functional TrainingOnline Portal for Cross Functional TrainingOnline Portal for Cross Functional TrainingOnline Portal for Cross Functional Training
ACTIVITY PLANACTIVITY PLANACTIVITY PLANACTIVITY PLAN
Infrastructure
Development –
Welfare & Civil/W
5. 5. 5. 5. Strengthening of Strengthening of Strengthening of Strengthening of VTCs and other institutes (MDI)VTCs and other institutes (MDI)VTCs and other institutes (MDI)VTCs and other institutes (MDI)
Improvement of
faculty members –
CGM (HRD)
Survey of existing infrastructure, study
materials, staffing (by 10th August
2015) – CGM (HRD) in collaboration
with Welfare and Civil/W dept.
TRAINING & DEVELOPMENT
SECL’s HR ROAD MAP – VISION 2020
1.1.1.1. Revisit of Training PolicyRevisit of Training PolicyRevisit of Training PolicyRevisit of Training Policy Being taken up
by CIL
4. Revamping of IICM4. Revamping of IICM4. Revamping of IICM4. Revamping of IICM Being taken up
by CIL
22
8. HR and 8. HR and 8. HR and 8. HR and Training AuditTraining AuditTraining AuditTraining Audit
Audit of existing HR & training processes
to be taken up by TS to D(P) in
consultation with CGM (HRD) – Timeline –
Dec 2015
Identification of Critical
positions – Executives by HoD
(EE) and Non-Executives by
GM (P&A) – August 2015
Creation of Skill Inventory, Skill Gap
Analysis and Competency Mapping
-> Committee to be constituted
consisting of CGM (HRD), GM(P&A),
HoD(EE), GM(IED); Report to be
submitted by Oct 2015
6. 6. 6. 6. Development of scheme for internal candidates for passing stDevelopment of scheme for internal candidates for passing stDevelopment of scheme for internal candidates for passing stDevelopment of scheme for internal candidates for passing statutory examinationsatutory examinationsatutory examinationsatutory examinations
Scheme framed and
implemented for 12th and
above pass employees, for
regular training at MDI
7. 7. 7. 7. Capability BuildingCapability BuildingCapability BuildingCapability Building
Assessment Centre and Skill
Development Programme –
Assessment Centre concept framed and
implemented; related trainings to be
organized phase wise
Resp: HoD (EE) in consultation with CGM
(HRD)
Scheme to be framed for
sponsoring suitable employees for
undergoing ITI courses to fill up
the vacancies as per cadre scheme
Resp: CGM(HRD) & Dy. GM(IR);
Timeline: Dec 2015
23
c)E-Journal / E-Library
Project “K- Mining” (Knowledge
Mining) framed and implemented
Booklet of best practices (K-Mining) to
be prepared – Resp: PRO – Timeline:
August 2015
Workshop on K – Mining to be
organized – Resp: HoD (EE) & TS to D(P)
by Sept 15
b)Creation of Expert Professional Blog SECL’s Blog Portal to be
introduced by August 2015 –
Resp: PRO & D(P) Sect.
d)Workshop/Seminar/Symposium
HRD portal cum E-Library to
be introduced by Oct 2015 –
Resp: CGM (HRD) and
HoD(Systems)
a)Knowledge Management Process
9. 9. 9. 9. Knowledge ManagementKnowledge ManagementKnowledge ManagementKnowledge Management
TS to D(P) & CGM (HRD) to
ensure 3 workshop/seminar
in a year
10. 10. 10. 10. Crash Program for shop floor employeesCrash Program for shop floor employeesCrash Program for shop floor employeesCrash Program for shop floor employees
Special training program for
shop floor employees framed
and implemented
24
12. 12. 12. 12. Introduction of Introduction of Introduction of Introduction of Mentoring and Reverse MentoringMentoring and Reverse MentoringMentoring and Reverse MentoringMentoring and Reverse Mentoring
Mentoring program framed in SECL
and implemented; to be revisited.
Resp: HoD (EE) in consultation with
TS to D(P); Timeline: Aug 2015
11. 11. 11. 11. HRD FacilitatorsHRD FacilitatorsHRD FacilitatorsHRD Facilitators
Tapping the pool of retired CIL
Executives / Adjoining Institute
Pool of facilitators existing; pool
to be reviewed by CGM (HRD) in
consultation with TS to D(P)
Timeline: Sept 2015
Reverse Mentoring
program to be framed
by CIL for uniform
implementation
25
Organizational Culture
Employer of Choice
“There are only three measurements that tell
you nearly everything you need to know about
your organization’s overall performance:
employee engagement, customer satisfaction,
and cash flow. It goes without saying that no
company, small or large, can win over the long
run without energized employees who believe in
the mission and understand how to achieve
it.”
– Jack Welch, former CEO of GE
26
TARGET AS PER CIL’s HR VISION 2020
VISION ACTIVITY TIMELINE INTERFACE
Employer of
Choice
1.Project AAGMAN
• Welcome of new entrants with
Kits
• Introduction of the concept of
Mentor & Mentees
From the batch of
2015-16
1st October 2015
IICM, CIL
IICM & Policy
Cell
2.Effective communication channel Continuous process PR, System
Dept., CIL
3.Email ids for all executives in
their names
31st March 2016 System Dept.,
CIL
4.Ensuring/Imbibing Discipline
a) Linking of biometric attendance
with Aadhar Card
31st March 2016 Subsidiaries
5.Employee engagement
a) Quality Circle
b) Employee suggestion scheme
c) Knowledge management ( best
practice fairs)
d) Rewards & Recognition “bench
marking of all key operations
unit-wise”
31st March 2016
Subsidiaries
6.Annual HR Fest Every year CIL
7.Corporate Events Every year CIL
8.Common CIL Mementos CIL
9.Exit Interviews Need based CIL &
Subsidiaries
ORGANIZATIONAL CULTURE
27
4(a). 4(a). 4(a). 4(a). Biometric Attendance SystemBiometric Attendance SystemBiometric Attendance SystemBiometric Attendance System
2.2.2.2. Effective Communication ChannelEffective Communication ChannelEffective Communication ChannelEffective Communication Channel
3.3.3.3. EEEE----mail ids for all executivesmail ids for all executivesmail ids for all executivesmail ids for all executives
Proposal under process
Resp: HoD (Systems);
Timeline: August 2015
All HR Initiatives/project details
to be linked with SECL webpage
and Facebook page; Resp: PRO
& Systems; Timeline: August
2015
Welcome kit including
company’s brief etc. to be
prepared for new entrants (MTs)
Resp: HoD (EE); Timeline: August
2015
HR Initiatives framed and
implemented, viz. Project “Quality
Circle”, “Guru” (Employee suggestion
scheme), “K-Mining” (Knowledge
Management – Best Practices),
“Shikhar” (Rewards & Recognition)
Resp: Dy. GM (IR) in consultation with
TS to D(P)
1.1.1.1. Project AProject AProject AProject AAGMANAGMANAGMANAGMAN (Welcoming new entrants)(Welcoming new entrants)(Welcoming new entrants)(Welcoming new entrants)
ACTIVITY PLANACTIVITY PLANACTIVITY PLANACTIVITY PLAN
5.5.5.5. Employee EEmployee EEmployee EEmployee Engagementngagementngagementngagement
Process underway; GM (P&A) to
ensure implementation by August
2015 with the help of GM (MM),
GM (Systems) and all Area GMs
Biometric system to
be linked with Aadhar
Card by Feb 2016
ORGANIZATIONAL CULTURE
SECL’s HR ROAD MAP – VISION 2020
28
7. 7. 7. 7. Corporate EventsCorporate EventsCorporate EventsCorporate Events
6. 6. 6. 6. Annual HR FestAnnual HR FestAnnual HR FestAnnual HR Fest
GM (P&A) to prepare annual
activity plan and ensure
implementation in consultation
with PRO
Timeline: As on scheduled date
9. 9. 9. 9. Exit InterviewsExit InterviewsExit InterviewsExit Interviews
Counselling with D (P) &
HoD(EE) in case of resignation
by executives;
Format of exit interview to be
prepared; Resp: HoD (EE) -
Timeline: August 2015
Annual workshop on current HR
issues and current practices
Resp: TS to D(P) in consultation
with CGM(HRD)
Timeline: Every year (by Dec)
8. Common CIL mementos8. Common CIL mementos8. Common CIL mementos8. Common CIL mementos Being taken up by
CIL
29
Corporate Branding
Empowering Nation
“Your brand is what other people say about you when you are not in the room.” – Jeff Bezos
30
CORPORATE BRANDING
TARGET AS PER CIL’s HR VISION 2020
VISION ACTIVITY TIMELINE INTERFACE
Empowering the
Nation
1. Revisit of Corporate
Communication Policy
30th September 2015 CIL
2. Participation in Employer
Branding Survey
3. Corporate Memento for
CIL & all subsidiaries
Once in two years
1st November 2015
CIL
4. Live case study
competitions for premier
institutes
Periodically CIL
5. Policy for structured
Internship Programs with
proper selection process
30th September 2015 CIL
31
IT Initiatives
Leveraging e-HR
“Any sufficiently advanced technology is indistinguishable from magic.”
– Arthur C Clarke
32
IT INITIATIVES
TARGET AS PER CIL’s HR VISION 2020
VISION ACTIVITY TIMELINE INTERFACE
e- HR Digitalization
1. Centralized HRIS (Non-
Executives)
2. Centralized HRIS
(Executives)
3. Linking of personal files with
HRIS
4. Digitalization of CR Cell for
non-executive
5. Implementation of ERP (HR)
6. Bio metric attendance through
Aadhar
7. Knowledge portal
8. SMS alerts
9. Common portal across
subsidiaries
10. Centralized file tracking
system across subsidiaries
11. Coal Cloud computing for
recruitment
12. Separate database for contract
labour
31st August 2016
31st March 2016
31st December
2015
31st March 2016
31st March 2018
31st March 2016
31st March 2016
31st Dec 2015
31st March 2016
31st March 2016
31st March 2016
31st July 2016
Cross
Functional
33
HoD (Systems) to ensure system
development and GM (P&A) to
ensure database implementation
Timeline: Jan 2016
3. 3. 3. 3. Linking of personal files Linking of personal files Linking of personal files Linking of personal files
with HRISwith HRISwith HRISwith HRIS
Resp: APM, Unit Personnel
Incharge, Area Systems
Incharge to ensure under
central monitoring of GM GM GM GM
(P&A) & HoD (Systems)(P&A) & HoD (Systems)(P&A) & HoD (Systems)(P&A) & HoD (Systems)
4. 4. 4. 4. Digitalization of CR cell Digitalization of CR cell Digitalization of CR cell Digitalization of CR cell
for nonfor nonfor nonfor non----executivesexecutivesexecutivesexecutives
1.1.1.1. Centralized HRIS for NonCentralized HRIS for NonCentralized HRIS for NonCentralized HRIS for Non----ExecutivesExecutivesExecutivesExecutives
10. 10. 10. 10. Centralized File Tracking SystemCentralized File Tracking SystemCentralized File Tracking SystemCentralized File Tracking System
HoD (Systems) in consultation with
GM (P&A) to discuss with CIL to
obtain unique series of employee no.
to ensure non-duplication w.r.t. other
subsidiaries
SECL’s HR ROAD MAP – VISION 2020
ACTIVITY PLANACTIVITY PLANACTIVITY PLANACTIVITY PLAN
Portal for Human Resource
Information system for Non-
Executives
Resp: HoD (Systems)
Timeline: Oct 2015
HoD (Systems) to issue
implementation instructions
for all concerned HoDs
Timeline: Sept 2015
Establishment of Non-Executive CR cell
at area level - Infrastructure, staffing,
development of modules/CR forms
Resp: GM (P&A), Area GMs, APMs, HoD
(Systems)
IT INITIATIVES
2. Centralized HRIS for 2. Centralized HRIS for 2. Centralized HRIS for 2. Centralized HRIS for ExecutivesExecutivesExecutivesExecutives Being taken
up by CIL 5555.... Implementation of ERP (HR)Implementation of ERP (HR)Implementation of ERP (HR)Implementation of ERP (HR)
34
SMS Alerts for important company
events and internal branding;
Resp: PRO
Alerts also to be linked with HRIS
Resp: HoD (Systems) & HoD (E&T)
Timeline: Dec 2015
12. 12. 12. 12. Separate database for contract labourSeparate database for contract labourSeparate database for contract labourSeparate database for contract labour
8. 8. 8. 8. SMS AlertsSMS AlertsSMS AlertsSMS Alerts
9. Common portal across subsidiaries9. Common portal across subsidiaries9. Common portal across subsidiaries9. Common portal across subsidiaries
11. Coal cloud computing for recruitment11. Coal cloud computing for recruitment11. Coal cloud computing for recruitment11. Coal cloud computing for recruitment
Resp: All Area GMs, APMs, Area
Systems Incharge, to ensure
database development, under
central monitoring of GM (P&A)
and HoD (Systems)
Timeline: March 2016
Development of Contract labour cell
- Infrastructure, staffing, creation of
database
Resp: GM (P&A), Dy. GM (IR), Area
GMs, APMs
Timeline: Oct 2015
6. Biometric 6. Biometric 6. Biometric 6. Biometric attendance through Aadharattendance through Aadharattendance through Aadharattendance through Aadhar
7777. . . . Knowledge PortalKnowledge PortalKnowledge PortalKnowledge Portal
Being taken
up by CIL
Covered under the
parameter
“Organizational Culture”
Covered under the
parameter
“Training & Development”
35
Delegation of Power
Empowering Functionaries
“If you delegate tasks, you create followers. If you
delegate authority, you create leaders.” – Craig Groeschel
36
DELEGATION OF POWER
TARGET AS PER CIL’s HR VISION 2020
VISION ACTIVITY TIMELINE INTERFACE
Empowering
Functionaries
Delegation of Power
1. Identification of
functionaries and nature
of powers to be
delegated
2. Amendment and
delegation of powers
31st August 2015
CIL
37
Corporate Social
Responsibility
Inclusive Growth
“Whenever you are in doubt, recall the face of the poorest and the
weakest man whom you may have seen and ask yourself if the step you
contemplate is going to be of any use to him? Will he gain anything by
it? Will it restore him to control over his own life and destiny? That test
alone can make our plans and programmes meaningful.”
- Mahatma Gandhi
38
CORPORATE SOCIAL RESPONSIBILTY
TARGET AS PER CIL’s HR VISION 2020
VISION ACTIVITY TIMELINE INTERFACE
Inclusive Growth
1. Need Assessment for new
projects:
• Forming of groups
• Survey
• Compilation of records
• Submission of Reports
2. Projectization of activities
• Project Execution
Skill Development
Water Resource Management
Development of Backward
District
3.Impact Assessment
30th September 2015
31st December 2015
29th February 2016
1st March 2016 onwards
75,000 persons -1st year
100000 persons – 2nd
year
Continuous process
By 2017-18
3 months after
completion of each
project
HRD, NSDC
Area GMs,
Civil,
Environment
Area GMs,
Civil
Independent
agency
39
1.Need Assessment for new projects1.Need Assessment for new projects1.Need Assessment for new projects1.Need Assessment for new projects
Forming of groupsForming of groupsForming of groupsForming of groups
o Identification of group of villages
� As per action plan of 1BTA target (expansion of project,
new/upcoming projects, existing projects) [Interface: CSR,
L&R, P&P, AGMs]
� Prioritization of this identified group of villages [Interface:
CSR, P&P, AGMs]
o Identification of indicators for survey
Timeline: 15Timeline: 15Timeline: 15Timeline: 15thththth AugAugAugAug 2015201520152015
SurveySurveySurveySurvey
o Identification/Selection of external agency for survey
[Interface: CSR, Civil; Timeline: Oct 2015Timeline: Oct 2015Timeline: Oct 2015Timeline: Oct 2015]
o Physical survey, Compilation of records, Submission of
Reports [Interface: External Agency; Timeline: Feb Timeline: Feb Timeline: Feb Timeline: Feb
2016201620162016]
SECL’s HR ROAD MAP – VISION 2020
ACTIVITY PLANACTIVITY PLANACTIVITY PLANACTIVITY PLAN
CORPORATE SOCIAL RESPONSIBILTY
40
2. 2. 2. 2. Projectization of ActivitiesProjectization of ActivitiesProjectization of ActivitiesProjectization of Activities
Project PlanningProject PlanningProject PlanningProject Planning
o Identification of projects as per report
o Prioritization of projects
The prioritization of projects will be done along two
different models of development:
1) CSR project for particular parameter like water
resource management or infrastructure etc. for
entire group of villages
2) Developing Model villages (all parameters for a
particular village to be developed)
Timeline: March 2016Timeline: March 2016Timeline: March 2016Timeline: March 2016
• Approval of projects as per CSR policy [Timeline: April 2016 onwardsTimeline: April 2016 onwardsTimeline: April 2016 onwardsTimeline: April 2016 onwards;
Interface: CSR]
• Execution of projects [Timeline: April 2016 onwardsTimeline: April 2016 onwardsTimeline: April 2016 onwardsTimeline: April 2016 onwards; Interface: CSR,
Civil, External Agency], including:
o Skill Development [75,000 persons -1st year, 1,00,000 persons –
2nd year; Interface: HRD, NSDC]
o Water Resource Management (Mine water for drinking and
irrigation etc.) [Interface: Area GMs, Civil, Environment]
o Development of Backward District (Each subsidiary will prioritize
the CSR activities for their selected district) [Timeline: By 2017-18;
Interface: Area GMs, Civil]
41
3. Impact Assessment3. Impact Assessment3. Impact Assessment3. Impact Assessment
To be done 3 months after completion of
each project
[Interface: Independent external Agency
(other than the agency doing survey)]
42
Welfare
Enriching the Quality of Life
“Welfare’s purpose should be to eliminate, as far
as possible, the need for its own existence.” –Ronald Reagan
43
WELFARE
TARGET AS PER CIL’s HR VISION 2020
VISION ACTIVITY TIMELINE INTERFACE
Enriching the quality of
life
Living Standards
1. Developing Model
Colonies
March 2017
Civil, Welfare,
E&M, AGMs
Health
2. Model Dispensaries &
Hospitals with critical
care Ambulances
March 2018
CMS, Welfare,
Civil, CMC,
Finance, AGMs
Education
3. Model Schools with
smart classes
March 2017
Welfare, Civil,
Finance, AGMs
4. Model Office March 2017 Civil, E&M,
Personnel &
Admin, Finance,
E&T, Systems,
AGMs
5. Model Canteen March 2017 Welfare, Civil,
AGMs
6. Model Rest Shelters &
Crèches
(As per statutory guidelines)
March 2017 Civil, AGMs
7. Model Executive
Hostels & Guest Houses
March 2018 Welfare, Civil,
AGMs
Promoting talent in
Sports & Culture
8. 1 Model Stadium/Gym
in each Subsidiary as
per CIL’s Sports
Promotion Policy
9. Development of 2 Sports
events by each
Subsidiary for Academy
10. National level
Sportsman as Brand
Ambassador for CIL
11. Identification and
Development of In-
house Cultural Talent
March 2018
March 2017
March 2016
March 2016
Civil, Welfare
Civil, Welfare
PR (CIL)
Welfare,
Personnel &
Admin
44
WELFARE
GM (Welfare) in consultation with GM (Civil/W) to finalize the
welfare activities (with special focus on decent housing and
sanitation) and all the above parameters as per the roadmap
considering the broad sub-parameters mentioned in subsequent
pages, along with budget involved for the coming years with
consent of Company Welfare Board members
(Timeline: July 2015).
8.8.8.8. Model Stadium/GymModel Stadium/GymModel Stadium/GymModel Stadium/Gym
o Identification of existing stadium for
development into state of art facility
o Planning for infrastructure and facilities
o NIT and work award
9.9.9.9. Development of 2 Sports events for AcademyDevelopment of 2 Sports events for AcademyDevelopment of 2 Sports events for AcademyDevelopment of 2 Sports events for Academy
o Basis the identified sports for development of
academy, identification of Area and Land
o Planning for infrastructure and facilities
(involvement of professional players in Coal
India for inputs)
o NIT and work award
SECL’s HR ROAD MAP – VISION 2020
ACTIVITY PLANACTIVITY PLANACTIVITY PLANACTIVITY PLAN
Promoting Talent in Sports and CulturePromoting Talent in Sports and CulturePromoting Talent in Sports and CulturePromoting Talent in Sports and Culture
45
Sub-parameters
1. Developing Model Colonies
• One entrance gate
• Wide entrance road and proper link road
• Boundary wall
• Security check post at entrance gate and deployment of security personnel
• CCTV camera at entrance
• Under-ground sewerage system /Improvement of present sewerage system
• LED street lights installation with under-ground external /internal electrification
• Renovation of quarters to convert them to Decent Housing standards
• New quarters/projects to be on multi-storied pattern with new technology
• Garden (with Jogging Track and Fountains)
• Shopping complex
• Mangal Bhawan
• Officers’ club with gym and other facilities
• Workers’ club with gym and other facilities
• Clean Drinking Water (Water treatment plant)
• Bio waste management/Garbage disposal system (through outside agencies)
• Underground covered drains
o Hiring experts/trainers to train employees in
different areas of art and music (theatre, drama,
musical instruments, singing, dancing etc.)
o Musical rooms (having Keyboard/Synthesizer,
Electric Guitar, Tabla etc.) along with 2-3 housing
setups for accommodation of trainers
Enriching the Enriching the Enriching the Enriching the quality of lifequality of lifequality of lifequality of life
11.11.11.11. Identification and Development of InIdentification and Development of InIdentification and Development of InIdentification and Development of In----house Cultural house Cultural house Cultural house Cultural
Talent Talent Talent Talent
46
2. Health - Model Dispensaries & Hospitals with critical care ambulances
• Model Hospitals
� Model regional Hospital in each area and well equipped Central Hospitals in Burhar,
Manendragarh and Gevra
� Rainbasera (for stay of attendants of patients near all hospitals)
� Ambulances with BLS (Basic Life Support) system
� Dialysis Unit (in all Central hospitals)
� Blood Banks (in all hospitals)
� Air Conditioning of wards, labs and other places of hospitals
� MRI Machine (in CHM, Hasdeo)
� CT Scan (in all hospitals)
� Video Endoscope (in all hospitals)
� Laparoscope (for development of minimal access surgeries) {in all hospitals}
� ICU and Ventilator (in all hospitals)
� NICU (for intensive neo natal care) {in Central Hospitals}
� Modular Operation Theater (in all hospitals)
� Digital X-Ray (in all hospitals)
� IME/PME Up gradation (all centres)
� Modular Kitchen (in all hospitals)
� Hospital Management System (e-data), Telemedicine (in all hospitals)
� Advanced technology washing machines (in all hospitals)
� Air conditioned medical store/pharmacy (in all hospitals)
• Model Dispensaries
� Investigation facilities (Blood sugar, Urine& routine checkup)
� Ambulance with BLS (Basic Life Support) system in each colliery
� Two emergency beds with oxygen support
� Nebulizer
� Staffing: 2 Doctors, 2 Nurses, 2 Ayas, 1 Pharmacist, 1 Dresser, 1 Clerk
3. Education – Model Schools with smart classes
• Model schools
� Modern Toilets (Boys’ and Girls’ separate )
� Science Laboratory (Physics, Chemistry and Biology)
� E-Library and Reading Center
� Computer Lab with Wi-Fi facility
� AC Canteen/Cafeteria (with modular kitchen)
� E-Learning/smart classes
� Audio Visual Center/Media Center
47
� Playground and sports facilities (both indoor and outdoor)
� Comfort rooms
� Teacher-student ratio (as per CBSE guidelines)
4. Model Office
• Office Automation
o LAN Connectivity
o Desk-phone with intercom facility
o Photocopier/Scan machine
o Fax machine
o Wi-Fi zone
• Seating
o Cubicle system for seating (with white board and green board) for employees below
HoD level.
o Glass Chambers for HoDs and above
• Meeting/Conference room (with projector, video conferencing)
• Well-equipped and clean washrooms/restroom
• Biometric based attendance system and access control system (linking with Aadhar card)
• Smoke Detectors
• Upgraded security features with CCTV
• Pantry with Tea, Coffee, Cold-drink vending machine, RO water setup and Microwave oven
5. Model Canteen
• Air-conditioned
• Upgraded Furniture fittings
• Modular Kitchen
• Deep Freezer
• Automatic Cleaning System
• Proper Staffing
• Cold-drink vending machine, RO water setup and Microwave oven
• TV and Music system
6. Model Rest Shelters & Crèches
As per statutory guidelines
48
7. Model Executive Hostels & Guest Houses
• Clean Drinking Water with RO facility
• Wi-Fi facility
• AC in all rooms
• TV in each room with DTH
• Proper furniture fittings
• Air-conditioned mess with modular kitchen
• Electricity backup
• Intercom facility
• Guest/Receiving Room (Reception Counter)
• Common Room (with indoor games viz., Table Tennis, Pool, Carrom, Chess etc. and
Magazines/Newspaper stand)
49
Legal
Litigation free CIL
“The world will not be destroyed by those who do evil, but by those who watch them without doing anything.” – Albert Einstein
50
LEGAL
TARGET AS PER CIL’s HR VISION 2020
VISION ACTIVITY TIMELINE INTERFACE
Litigation free
CIL
1. Reviewing court cases for
out of court settlement
2. Developing a mechanism
for dealing with cases
involving PSUs
3. Revising the policy of
empanelment of Advocates
4. Performance monitoring
system of advocates
5. Policy on Appeal
31st December 2015
30th September 2015
30th September 2015
30th September 2015
30th September 2015
CIL Cross
functional
departments
51
1. 1. 1. 1. Reviewing court cases for Reviewing court cases for Reviewing court cases for Reviewing court cases for
out of court settlementout of court settlementout of court settlementout of court settlement
Committee to shortlist cases by Aug
2015 and submit the report duly
recommended by Area GM to the HQ
committee comprising of GM (P&A),
Legal, Fin and concerned Technical
dept.
HQ committee to seek
clarification from Area
committee and review the
report (by 15th Oct 2015)
Finalization of proposal and
competent approval for
necessary action by Dec
2015
2.2.2.2. Developing mechanism for Developing mechanism for Developing mechanism for Developing mechanism for
cases involving PSUscases involving PSUscases involving PSUscases involving PSUs
To have conciliation/mediation
session with PSU representative
and consequently adhere to the
PMA policy of the ministry
Formation of 2-tier committee -
1st level at Area with committee
members comprising of APM,
Member of Technical dept. and
Finance
LEGAL
SECL’s HR ROAD MAP – VISION 2020
ACTIVITY PLANACTIVITY PLANACTIVITY PLANACTIVITY PLAN
52
3.3.3.3. Revising policy of Revising policy of Revising policy of Revising policy of
empanelment of advocatesempanelment of advocatesempanelment of advocatesempanelment of advocates
4.4.4.4. Performance monitoring system Performance monitoring system Performance monitoring system Performance monitoring system
of advocatesof advocatesof advocatesof advocates
Policy relating to empanelment of
advocates to be framed in terms
of experience, years of practice
of advocates etc. by Sept 2015;
Resp: HoD (Legal) in consultation
with GM (P&A)
5.5.5.5. Policy on AppealPolicy on AppealPolicy on AppealPolicy on Appeal
Policy to be framed based on category of cases:
1) Appeal against CGIT awards: By committee comprising of GM(P&A) & Legal dept.
2) Appeal in Arbitration matters: Committee to decide for either payment or
appeal; comprising of GM (P&A), Legal, Finance and concerned Technical dept.
3) Appeal before Apex court: Committee comprising of GM(P&A), Legal, Finance
and concerned Technical dept. to decide
Timeline: Sept 2015; Resp: HoD (Legal) in consultation with GM(P&A) and
GM(Finance)
Policy to be framed based on no.
of cases allotted, types of cases
given, gravity involved in the
matter and merit of the case vs.
success ratio of the advocate by
Sept 2015; Resp: HoD (Legal) in
consultation with GM(P&A)
54
SECURITY
TARGET AS PER CIL’s HR VISION 2020
VISION ACTIVITY TIMELINE INTERFACE
Protecting
company’s
resources
1.Revising module of security
training system
2.Developing SOP for
security management
30th Sept 2015
31st Aug 2015
CIL Cross
functional
departments
55
2.2.2.2. Developing SOP for Security Developing SOP for Security Developing SOP for Security Developing SOP for Security
ManagementManagementManagementManagement
Resp: HoD (Security)
Timeline: August 2015
Being taken up by CIL
SECURITY
SECL’s HR ROAD MAP – VISION 2020
ACTIVITY PLANACTIVITY PLANACTIVITY PLANACTIVITY PLAN
1.1.1.1. Revising module of security training Revising module of security training Revising module of security training Revising module of security training
systemsystemsystemsystem
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