hr m project
TRANSCRIPT
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Bhai Parmanand Institute of Business Studies
Shakarpur, Delhi-110092
Acknowledgement
The project entitled Strategic Human Resource Management at NTPC Ltd. was
a challenging assignment for me and required an improved environment, extensive
endeavor and all necessary guidance and support. I take this opportunity to express
my gratitude to Shri S. Thyagarajan, in-charge- department of M.B.A. and project
guide for his able guidance, cooperation and out of the box thinking without which
this project would not have been possible at all.
Name: Preeya.S
Roll No. - 02011403911
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Declaration by the Candidate
I hereby declare that the work, which is being present in this project, entitled
Strategic Human Resource Management at NTPC Ltd. is an authentic record of
my own work carried out by me under the supervision and guidance of Shri S.
Thiyagarajan, Project Guide, B.P.I.B.S., Shakarpur, Delhi-110092.
This project was undertaken as a partial fulfillment of the study of Human Resource
Management in the second semester of Master of Business Administration (M.B.A.)
degree as per the curriculum of Guru Gobind Singh Indraprastha University
(G.G.S.I.P.U.).
I have not submitted the matter embodied here in this project for the award of any
other degree or diploma.
Name:Preeya.S
Roll No.02011403911
M.B.A. II Semester
Bhai Parmanand Institute of Business Studies
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Bhai Parmanand Institute of Business Studies
Shakarpur, Delhi-110092
Date: ____________
Certificate by Project Guide
To whomsoever it may concern
This is to certify that Ms. Preeya.S, Roll no. 02011403911 of B.P.I.B.S., Delhi, has
done a Research Project titled Strategic Human Resource Management at NTPC
Ltd under the discipline of Human Resource Management as a part of curriculum of
second semester of M.B.A. degree under my guidance and supervision.
Her performance was satisfactory during her research process for the above said
H.R.M. project.
S. Thiyagarajan
In chargeDepartment of M.B.A.
And Project Guide
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CONTENTS
S.No Particulars Page No. Remarks
1. INTRODUCTION Definition of SHRM 5
HRM V/s SHRM 6
Features of SHRM 7
SHRM process 10
Benefits of SHRM 25
Demerits of SHRM 25
Objective of studying SHRM 26
2. PROFILE OF NTPC Ltd. 28
3. SHRM AT NTPC Ltd. 37
HR of NTPC Ltd. 37
HR deptt. Of NTPC Ltd 38
Recruitment and Selection 40
Performance Appraisal System 41
Training and Selection48
Job Evaluation 50
Total Quality Management 52
4. ANALYSIS AND INTERPRETATION 54
5. CONCLUSION 55
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DEFINITON OF SHRM
Strategic human resource management can be defined as the linking of human
resources with
strategic goals and
objectives
in order to improve business performance and develop organizational culture that
foster innovation, flexibility and competitive advantage.
In an organization SHRM means accepting and involving the HR function as
a strategic partner in the formulation and implementation of the company's strategies
through HR activities such as recruiting, selecting, training and rewarding personnel.
In the case of Strategic human resource management, the HR function is a
strategic partner in the formulation and implementation of the companys strategies
through HR activities.
SHRM focuses on partnership with internal and external customers in a fast,
proactive and in an integrated manner. The job design of Strategic Human Resource
Management is much broader than traditional HRM and is flexible and correlated to
the team management.
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HOW SHRM DIFFERS FROM HRM
In the last two decades there has been an increasing awareness that HR functions were
like an island unto itself with softer people-centered values far away from the hard
world of real business. In order to justify its own existence HR functions had to be
seen as more intimately connected with the strategy and day to day running of the
business side of the enterprise. Many writers in the late 1980s, started clamoring for a
more strategic approach to the management of people than the standard practices of
traditional management of people or industrial relations models.
FOCUS- Human resource programs with long-term objectives
instead of focusing on internal human resource issues, the focus is on addressing and
solving problems that effect people management programs in the long run and often
globally i.e., Partnership with internal and external customers
PRIMARY GOAL- of strategic human resources is to increase employee
productivity by focusing on business obstacles that occur outside of human
resources.
PRIMARY ACTION- of a strategic human resource manager are to identify key
HR areas where strategies can be implemented in the long run to improve the
overall employee motivation and productivity.
KEY INVESTMENT- In strategic HRM, the key investments are captal and
products whereas in strategic HRM it is people and knowledge.
Communication between HR and top management of the company is vital as
without active participation no cooperation is possible.
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FEATURES OF SHRM
The key features of SHRM are
There is an explicit linkage between
HR policy and practices
overall organizational strategic aims and
the organizational environment
There is some organizing schema linking individual HR interventions so that
they are mutually supportive
Much of the responsibility for the management of human resources is
devolved down the line
HR manager should be assigned to take the lead in proposing, creating and
debating best practices that can help implement strategies.
HR needs to be accountable for conducting an organizational audit. Audit
helps identify which components of the architecture should be changed in
order to facilitate strategy execution.
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BASIS OF STRATEGIC HRM
SHRM is based on three propositions:
The human resources or human capital of an organization play a strategic role
in its success and are a major source of competitive advantage.
HR strategies should be integrated with business plans. The major focus of
strategic HRM should be aligning HR with firm strategies.
Individual HR strategies should cohere by being linked to each other to
provide mutual support.
Strategic HRM can be regarded as a mindset underpinned by certain concepts rather
than a set of techniques. It provides the foundation for strategic reviews in which
analysis if the organizational context and existing HR practices leads to choices on
strategic plans for the developments of overall or specific HR strategies. But strategic
HRM is not just about Strategic Planning; it is also concerned with the
implementation of strategy and strategic behavior of HR specialists working with
their line management colleagues on an everyday basis to ensure that the business
goals of an organization are achieved and its values are put into practice.
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PERSPECTIVE ON STRATEGIC HRM
1.
The universalistic perspective- Some HR practices are better than others and
all organizations should adopt these best practices. There is a universal
relationship between individual best practices and firm performance.
2. The contingency perspective- In order to be effective, an organisations HR
policies must be consistent with other aspects of the orgainsations. The
primary contingency factor is the organisations strategy. This can be
described as vertical fit
3. The configurational perspective- this is a holistic approach that emphasizes
the importance of the pattern of HR practices and is concerned with how this
pattern of independent variables is related to the dependant variables of
organizational performance.
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STRATEGIC MANAGEMENT PROCESS
Strategic Planning explains
Where are we now as a business, where do we want to be, and how should we
get there?
Strategic Planning is part of the strategic management process. Strategic management
entails both strategic planning and implementation, and is the process of identifying
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and executing the organisations strategic plan, by matching the companys
capabilities with the demand of its environment.
STEP 1: DEFINE THE CURRENT BUSINESS
Every company must choose the path on which it will compete in particular, what
products it will sell, where it will sell them and how its products or services will
differ from its competitors.
Wagon-R and BMW are both in the automobile business, but Wagon-R sells
to the medium income people whereas BMW focuses over to the high-income
level people.
Therefore, the most basic strategic decision managers make involve deciding what
business their firms should be in.
Managers sometimes use a vision statement to summarise how they see the business
down the road. The companys vision is a general statement of its intended direction
that shows, in broad terms, what we want to become whereas mission lays down
that what is the main task of the business now.
In the popular movie Chak De India, the mission of the womens hockey team
was to win the world cup hockey tournament and prove to the country, the
world, and themselves that the Indian womens team can win the world cup.
STEP 2: PERFORM EXTERNAL AND INTERNAL AUDITS
Managers begin their strategic planning by methodically analyzing their external and
internal situations.
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The strategic plan should provide a direction for the firm that makes sense, in terms of
the external opportunities and threats the firm faces and the internal strength and
weakness it possesses. To facilitate this strategic external/internal audit, many
managers use SWOT analysis.
S - STRENGTH
W - WEAKNESS
O - OPPORTUNITIES
T - THREATS
STEP 3: FORMULATE NEW BUSINESS AND MISSION STATEMENT
Based on the situation analysis,
What should our new business be, in terms of
what products it will sell
where it will sell them
how its product or services will differ from its competitors?
What is our new mission and vision?
STEP 4: TRANSLATE THE MISSION INTO STRATEGIC GOALS
Saying the mission is to make quality job done is one thing; operationalizing that
mission for your manger is another. The firms managers need strategic goals i.e.,
What exactly does that mission mean, for each department, in terms of how they
will achieve it?
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To translate the mission into strategic goals, it needs things like building
shareholders value, maintaining superior rates of return, building a strong balance
sheet, and balancing the business by customer, product and geography.
STEP 5: FORMULATE STRATEGIES TO ACHIEVE STRATEGIC GOALS
The strategies bridge where the company is now, with where it wants to be
tomorrow.
The best strategies are concise enough for the manager to express in an easily
communicated phrase that resonates with employees
Example:-
Dell - BE DIRECT Wal- Mart - LOW PRICES, EVERYDAY
Keeping the strategy clear and concise helps ensure that employees all share that
strategy and so make decisions that are consistent with it.
STEP 6: IMPLEMENT THE STRATEGIES
Strategy implementation means translating the strategies into actions and results- by
actually hiring (or firing) people, building (or closing) plants, and adding (or
eliminating) products and product lines.
Strategy implementation involves drawing on and applying all the management
function:
1) Planning2) Organising3) Staffing4) Leading
5) Controlling
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STEP 7: EVALUATE PERFORMANCE
Strategies dont always succeed. Managing strategy is an ongoing process.
Competitors introduce new products, technological innovations make production
process obsolete, and social trends reduce demand for some products or services
while boosting demand for others.
Strategic control keeps the companys strategy upto date. Management monitors the
extent to which the firm is meeting its strategic goals, and ask why deviations exist.
Strategic evaluation addresses several important questions:
Are all the resources of our firm contributing as planned to achieving our
strategic goals?
What is the reason for our discrepancies?
Do changes in our situation suggest that we should revise our strategic plan?
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TYPES OF STRATEGIES
CORPORATE STRATEGIES
A companys corporate-level strategy identifies the portfolio of business that,
in total, comprise the company and the ways in which these businesses relate
to each other.
The major question that needs to be answered at this stage are-
What kind of business should the company be engaged in?
What are the goals and expectations for each business?
How should resources be allocated to reach these goals?
There are several generic possibilities:
A diversification corporate strategy implies that the firm will expand by
adding new product lines.
A vertical integration strategy means the firm expands by, perhaps,
producing its own raw materials, or selling its product direct.
Consolidation- reducing the companys size- and
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Geographic expansion- for instance, taking the business abroad- are other
corporate strategy possibilities.
COMPETITIVE STRATEGY
A competitive strategy identifies how to build and strengthen the businesss
long-term competitive position in the marketplace.
Competitive advantage allow a company to differentiate its product or service
from those of its competitors to increase market share
Example:-
How Pizza Hut will compete with Papa Johns?
How Wal-Mart Competes with target?
Companies use several generic competitive strategies to achieve competitive
advantage:
Cost leadership means the enterprise aims to become the low- cost leader in
and industry.
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Differentiation helps a firm to be unique in its industry along dimensions that
are widely valued by buyers.
Focusers carve out a market niche (like Ferrari), and compete by providing a
product or service customers can get in no other way.
FUNCTIONAL STRATEGY
Each business unit will consist of several departments, such as manufacturing, sales,
finance and HRD. It identifies the basic courses of action that each department will
pursue in order to help the business attain its competitive goals. The firms functional
strategies should make sense in terms of its business/competitive strategy.
Dells human resource strategies include putting its HR activities on the Web to
support Dells low-cost competitive strategy. The When Youre on Your Own
feature illustrates a system us to use to facilitate your planning efforts.
In formulating Functional level strategies, managers must be aware that the different
functions are inter-related. Each functional area, In pursuing its purpose, must mesh
its activities with the activities of other departments. A change in one department will
invariably affect the way the other departments operate. Hence the strategy of one
functional area cannot be viewed in isolation. Rather, the extent to which all
functional strategies are integrated determines the effectiveness of units business
strategy.
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HUMAN RESOURCE MANGEMENTS STRATEGIC ROLE
There is crucial role that human resource mangers play in strategic planning.
They help the team identify the human issues that are vital to business
strategy.
They help conceptualize and execute the sorts of organizational changes that
companies increasingly need to execute their strategic plan.
Creating human resource management policies and practices that support the
employers strategic goals presumes that the human resource manager can
measure how he or she is doing.
Human Resource Managers can play two basic strategic planning roles, are :
1. IN Strategy Execution &
2. IN Strategy Formulation
STRATEGY EXECUTION is the heart of the human resource mangers strategic
job. Top management formulates the companys corporate and competitive strategies.
Then, the human resource manager designs strategies, policies and practices that
make sense in terms of the companys corporate and competitive strategies.
STRATEGY FORMULATION role affect the reality employers face today.
Globalisation means more competition, more competition means more performance
and most employers are pursuing improved performance by boosting the competence
and commitment levels of their employees. That makes human resource
managements knowledge and expertise crucial to the strategy formulation process.
HR supports strategy formulation strategy in many ways. For example, formulating
the strategic plan requires identifying, analyzing and balancing the companys
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external opportunities and threats, on one hand, and its internal strength and
weaknesses, on the other. The resulting strategic plan capitalize on the firms strength
and opportunities and minimize
or neutralize its threats and weaknesses.
Additonally, HR function can contribute to strategic plans and actions of the firm in
the following ways:-
Explicit Communication of goals-
Every firm shall have a goal and this must be communicated to all the
employees. Everyone should work towards reaching the goal. The role of HR
manger in formulating goals and communicating it to all is indeed crucial.
Stimulation of critical thinking
Managers often depend on their personal views and experiences to solve
problems and make decisions. The assumption on which they can make
decisions can lead to success if they are appropriate to the environment in
which the firm operates. However serious problems can arise if the
assumptions are no longer valid.
The strategic HRM process ca help affirm critically examine its
assumptions and determine whether the decisions that follow from those
assumptions need modifications or need to be held back.
To strategise means to think critically. By being part of Strategic
Management Process, HR manger can contribute to the critical thinking
process of employees.
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Productivity as an HR Based Strategy
The more productive an organization, the better is its competitive advantage.
Perhaps none of the resources used for productivity in organizations are as
critical as human resources. Many of the HR functions contribute to
productivity. Pay, appraisal systems, training, selection and job design are HR
activities that directly contribute to productivity.
Quality and service are HR-based strategies
Quality can come from people, and realizing this firms are spending vast sum
of money on quality training.
Deriving excellent customer service is another approach to build competitive
advantage. Service begins with product design and includes interaction with
customers, so that customers needs are met. It is the employees who matter in
rendering services.
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Encouragement of Pro-active Rather than Reactive Behaviour
Being pro-active means that the firm has a vision of where it wants to go 20
years hence, and has human resources who helped it reach there. Being
reactive means confronting problems as they surface. By being reactive the
firm tends to lose sight of the long- term direction. It is people who can make
a firm pro-active or allow it to simply rest o past laurels.
Proficient Strategic Management-
It depends heavily on competent personnel, better-than-adequate competent
capabilities and effective internal organization. Building a capable
organization is obviously always a top priority in strategy execution
A well defined strategy can fail if sufficient attention is not paid to the
HR dimensions. HR problems that arise when executive strategies may be
traced to one of the three causes:
(1)Disruption of social and political structures
(2)Failure to match individuals aptitude with implementation task; and
(3)Inadequate to management support for implementation activities
Strategy implementation poses a threat to many managers and employees in an
organization. New power and status relationship are anticipated and realized.
Guidelines which ensure that human relations facilitate but not disrupt strategy
implementation include open communication, co-opting as many managers and
employees in the strategic management process and matching managers with
strategies through transfers, promotions, job enlargement and job enrichment.
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STRATEGIC HUMAN RESOURCE SYSTEM COMPONENTS
HR FUNCTION
HR Professionals have the strategic and other skills required to build the strategy-
oriented HR system. Human Resource Professionals should design their policies and
practices so that they produce the employee competencies and behaviors the company
needs to achieve its strategic goals.
HR SYSTEM (HPWS)
Every company tends to create a human resource system thats uniquely appropriate
to its needs, for instance with recruitment and selection practices that make sense for
it. There is certainly a trend towards installing HR system that broadly share many
characteristics.
HR FUNCTION
HR
professionals
with strategic
management
competencies
HR SYSTEM
High
Performance
Work System
EMPLOYEEBEHAVIOUR
Employee
competencies
Values
Motivation
Behaviorrequired
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The need for HPWS became apparent as global competition intensified in the
1990s. Companys needed a way to better utilize their human resources as they
strove to improve quality, productivity and responsiveness to compete with the world.
EMPLOYEE BEHAVIOURS
Employers today expect their human resource managers to build a persuasive case
that shows how- in specific and measurable terms- the firms human resource
activities can and do contribute to creating value for the firm, for instance in terms of
higher profits and market value.
Top management understandably wants its human resource professionals to create
strategy- supporting human resource system. It also wants the human resource manger
to be able to build a persuasive case that shows how- in measurable terms- the human
resource system is in fact supporting the employers strategic aims.
Based on the ongoing research programs with over 2800 corporations, firms that use
high-performance policies and practices do perform at a significantly higher level
than those that do not.
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HOW TO ALIGN HR STRATEGY AND ACTIONS WITH BUSINESS
STRATEGY
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ADVANTAGES OF SHRM
Each employee becomes a profit centre.
Accountability at all levels in the organizational hierarchy increases.
Business can meet ever increasing customer demands.
Employees become pro-active; align their personal goals with the goals
of the organizations
AND THE BOTTOM-LINE IS.
Good HRM = Good financial results
HRM
Financial Results
BARRIERS TO STRATEGIC HRMThough strategic Human Resource Management looks convincing and
essential, several barriers operate in the way of organizations taking to strategic
orientation of their HR functions.
I. Short-term mentality/focus on current performance-
This is no surprise since stakeholders, particularly shareholder, expect quick
rewards and executions need to live up to these expectations. Employees
expect quick rewards based on their performance.
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II. Inability of HR to think strategically
They are unable to go beyond their area of operations. Their knowledge about
general business functioning, their awareness about technological
advancements and their ability to convince colleagues in other department are
limited.
III. Lack of appreciations of what HR can contribute
Most senior mangers lack appreciations for the value of HR and its ability to
contribute to the organization from a strategic perspective. Many understand
only conventional HR and fail to realize the contributions HR can make as a
strategic partner
IV. Failure to understand general managers role as an HR manager
Some functional managers see themselves as HR managers as well and are
concerned more with technical aspects of their areas of responsibility than the
human aspects. Every line manger is an HR manager too. But in reality,
Finance controller, for example, fails to see beyond cash inflows and outflows,
so also the operations executive who is obsessed with inputs, outputs and the
conversion process.
V. Difficulty in quantifying many HR outcomes
It is believed that many of the outcomes of HR functions are abstract-felt but
not seen. In an environment where firms operate under pressure, what attracts
everyones attention is an activity that contributes to the bottomline. Anything
else is shelved.
VI. Incentives for change that might arise
Strategic HR may be resisted because of the incentives for change that might
arise. Taking a strategic approach to HR may mean making drastic change in
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the firms architecture. Not many executives are prepared to accept such
drastic changes.
VII. Perception of human assets as higher risk investments.
It is a fact that human assets are owned by organizations and therefore, are
perceived as higher risk investment than capital assets. Particularly in highly
competitive environment where key executives are poached from competitors,
there is a tendency to invest less in employees than in technology and
information, which are more proprietary.
OBJECTIVE OF STUDYING SHRM
Increase competition in both local and global markets requires
organizations to involve their people in developing the strategy for a
sustainable competitive advantage.
Maintaining a competitive advantage by becoming a low cost leader or
a differentiator is possible through good HR practices, as best practices
in terms of the working of human capital within an organization are
hard to replicate.
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NTPC Limited (formerly National Thermal Power Corporation) is the largest
Indian state-owned energy service provider based in New Delhi, India. It is listed in
Forbes Global 2000 for 2011 ranked it 348th in the world. It is an Indian Public
Sector company listed on the in which at present the Government of India holds
84.5% (after divestment the stake by Indian government on 19th October, 2009) of its
equity. With a current generating capacity of 36,014 MW, NTPC has embarked on
plans to become a 75,000 MW company by 2017. It was founded on November 7,
1975.
NTPC's core business is engineering, construction and operation of power generating
plants and providing consultancy to power utilities in India and abroad.
The total installed capacity of the company is 36,014 MW (including JVs) with 15
coal based and 7 gas based stations, located across the country. In addition under JVs,
5 stations are coal based & another station uses naphtha/LNG as fuel. By 2017, the
power generation portfolio is expected to have a diversified fuel mix with coal based
capacity of around 27,535 MW, 3,955 MW through gas, 1,328 MW through Hydro
generation, about 1400 MW from nuclear sources and around 1000 MW from
Renewable Energy Sources (RES). NTPC has adopted a multi-pronged growth
strategy which includes capacity addition through green field projects, expansion of
existing stations, joint ventures, subsidiaries and takeover of stations.
NTPC Limited
http://en.wikipedia.org/wiki/File:NTPC_Logo.svg -
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NTPC has been operating its plants at high efficiency levels. Although the company
has 19% of the total national capacity it contributes 29% of total power generation
due to its focus on high efficiency. NTPCs share at 31 Mar 2001 of the total installed
capacity of the country was 24.51% and it generated 29.68% of the power of the
country in 200809. Every fourth home in India is lit by NTPC. As at 31 Mar 2011
NTPC's share of the country's total installed capacity is 17.75% and it generated
27.4% of the power generation of the country in 201011. NTPC is lighting every
third bulb in India. 170.88BU of electricity was produced by its stations in the
financial year 20052006. The Net Profit after Tax on March 31, 2006 was INR
58,202 million. Net Profit after Tax for the quarter ended June 30, 2006 was INR
15528 million, which is 18.65% more than for the same quarter in the previous
financial year. 2005).It is listed in Forbes Global 2000 for 2011 ranked it 348th in the
world.
Pursuant to a special resolution passed by the Shareholders at the Companys Annual
General Meeting on September 23, 2005 and the approval of the Central Government
under section 21 of the Companies Act, 1956, the name of the Company "National
Thermal Power Corporation Limited" has been changed to "NTPC Limited" with
effect from October 28, 2005. The primary reason for this is the company's foray into
hydro and nuclear based power generation along with backward integration by coal
mining.
Power Burden
India, as a developing country is characterised by increase in demand for electricity
and as of moment the power plants are able to meet only about 6075% of this
demand on an yearly average. The only way to meet the requirement completely is to
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achieve a rate of power capacity addition (implementing power projects) higher than
the rate of demand addition. NTPC strives to achieve this and undoubtedly leads in
sharing this burden on the country.
NTPC Headquarters
NTPC Limited is divided in 8 HQ.
Sr. No. Headquarter City
1 NCRHQ Delhi
2 ER-I, HQ Patna
3 ER-II, HQ Bhubneshwar
4 NRHQ Lucknow
5 SR HQ Hyderabad
6 WR-I HQ Mumbai
7 Hydro HQ Delhi
8 WR-II HQ Raipur
NTPC Plants
Thermal-Coal based
Sr. No. City State Inst.Capacity
1 Singrauli Uttar Pradesh 2,000
2 Korba Chhattisgarh 2,600
3 Ramagundam Andhra Pradesh 2,600
4 Farakka West Bengal 2,100
http://en.wikipedia.org/wiki/Korbahttp://en.wikipedia.org/wiki/Korbahttp://en.wikipedia.org/wiki/Ramagundamhttp://en.wikipedia.org/wiki/Ramagundamhttp://en.wikipedia.org/wiki/Farakkahttp://en.wikipedia.org/wiki/Farakkahttp://en.wikipedia.org/wiki/Farakkahttp://en.wikipedia.org/wiki/Ramagundamhttp://en.wikipedia.org/wiki/Korba -
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Sr. No. City State Inst.Capacity
5 Vindhyachal Madhya Pradesh 3,260
6 Rihand Uttar Pradesh
2,500
7 Kahalgaon Bihar 2,340
8 Dadri (NTPC Dadri) Uttar Pradesh 1,820
9 Talcher Orissa 3,000
10 Unchahar Uttar Pradesh 1,050
11 Talcher Thermal
Orissa
460
12 Simhadri Andhra Pradesh 1,500
13 Tanda Uttar Pradesh 440
14 Badarpur (BTPS) Delhi 705
15 Sipat Chhattisgarh 2320
16 Sipat (erection phase) Chhattisgarh 1980
17 Bongaigaon (erection phase)Assam 750
18 Mouda (erection phase) Maharashtra 1000 (2x500 MW)
19 Rihand(erection phase) Uttar Pradesh 2*500 MW
20 Barh (erection phase) Bihar 3300 (5x660 MW)
Total 31,495
Coal Based (Owned by JVs)
Sr.
No.
Name of the JV City State Inst.Capacity
1 NSPCL Durgapur
West
Bengal
120
http://en.wikipedia.org/wiki/Vindhyachalhttp://en.wikipedia.org/wiki/Vindhyachalhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Rihandhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Kahalgaonhttp://en.wikipedia.org/wiki/Kahalgaonhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Dadrihttp://en.wikipedia.org/wiki/NTPC_Dadrihttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Talcherhttp://en.wikipedia.org/wiki/Talcherhttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Unchaharhttp://en.wikipedia.org/wiki/Unchaharhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/w/index.php?title=Talcher_Thermal&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Talcher_Thermal&action=edit&redlink=1http://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Simhadrihttp://en.wikipedia.org/wiki/Simhadrihttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Tandahttp://en.wikipedia.org/wiki/Tandahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Badarpur,_Delhihttp://en.wikipedia.org/wiki/Badarpur_Thermal_power_planthttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Sipathttp://en.wikipedia.org/wiki/Sipathttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Sipathttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Bongaigaonhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Moudahttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/w/index.php?title=Rihand%28erection_phase%29&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Rihand%28erection_phase%29&action=edit&redlink=1http://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Barhhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/NSPCLhttp://en.wikipedia.org/wiki/Durgapur,_West_Bengalhttp://en.wikipedia.org/wiki/Durgapur,_West_Bengalhttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Durgapur,_West_Bengalhttp://en.wikipedia.org/wiki/NSPCLhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Barhhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/w/index.php?title=Rihand%28erection_phase%29&action=edit&redlink=1http://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Moudahttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Bongaigaonhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Sipathttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Sipathttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Badarpur_Thermal_power_planthttp://en.wikipedia.org/wiki/Badarpur,_Delhihttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Tandahttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Simhadrihttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/w/index.php?title=Talcher_Thermal&action=edit&redlink=1http://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Unchaharhttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Talcherhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/NTPC_Dadrihttp://en.wikipedia.org/wiki/Dadrihttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Kahalgaonhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Rihandhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Vindhyachal -
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Sr.
No.
Name of the JV City State Inst.Capacity
2 NSPCL Rourkela Orissa 120
3 NSPCL Bhilai
Chhattisgarh
574
4
Nabinagar Power Generating Co. Pvt.
Ltd. (NPGC)
Aurangabad Bihar 1980
5
Muzaffarpur Thermal Power
Station(M.T.P.S)
Kanti Bihar 110
6
Bhartiya Rail Bijlee Company
Limited
Nabinagar Bihar 1000
3904
GAS based
Sr. No. City State Inst.Capacity
1 Anta Rajasthan 413
2 Auraiya Uttar Pradesh 652
3 Kawas Gujarat 645
4 Dadri Uttar Pradesh 817
5 Jhanor Gujarat
648
6 Kayamkulam Kerala 350
7 Faridabad Haryana 430
Total 3995
http://en.wikipedia.org/wiki/NSPCLhttp://en.wikipedia.org/wiki/Rourkelahttp://en.wikipedia.org/wiki/Rourkelahttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/NSPCLhttp://en.wikipedia.org/wiki/Bhilaihttp://en.wikipedia.org/wiki/Bhilaihttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Aurangabad,_Biharhttp://en.wikipedia.org/wiki/Aurangabad,_Biharhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Kantihttp://en.wikipedia.org/wiki/Kantihttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Nabinagarhttp://en.wikipedia.org/wiki/Nabinagarhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Antahttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Auraiyahttp://en.wikipedia.org/wiki/Auraiyahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Kawashttp://en.wikipedia.org/wiki/Kawashttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Dadrihttp://en.wikipedia.org/wiki/Dadrihttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/w/index.php?title=Jhanor&action=edit&redlink=1http://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Kayamkulamhttp://en.wikipedia.org/wiki/Kayamkulamhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Faridabadhttp://en.wikipedia.org/wiki/Faridabadhttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Faridabadhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Kayamkulamhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/w/index.php?title=Jhanor&action=edit&redlink=1http://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Dadrihttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Kawashttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Auraiyahttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Antahttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Nabinagarhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Kantihttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Aurangabad,_Biharhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Bhilaihttp://en.wikipedia.org/wiki/NSPCLhttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Rourkelahttp://en.wikipedia.org/wiki/NSPCL -
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NTPC Hydel
The company has also stepped up its hydroelectric power (hydel) projects
implementation. Currently the company is mainly interested in the North-east India
wherein the Ministry of Power in India has projected a hydel power feasibility of
3000 MW.
There are few run of the river hydro projects are under construction on tributory of the
Ganges. In which three are being made by NTPC Limited. These are:
1. Loharinag Pala Hydro Power Project by NTPC Ltd: In Loharinag Pala Hydro
Power Project with a capacity of 600 MW (150 MW x 4 Units). The main
package has been awarded. The present executives' strength is 100+. The
project is located on river Bhagirathi (a tributory of the Ganges) in Uttarkashi
district of Uttarakhand state. This is the first project downstream from the
origin of the Ganges at Gangotri(Project has been discontinued by GoI).
2. Tapovan Vishnugad 520MW Hydro Power Project by NTPC Ltd: In
Joshimath town.#Lata Tapovan 130MW Hydro Power Project by NTPC Ltd:
is further upstream to Joshimath (under environmental revision)
3. Koldam Hydro Power Project 800 MW in Himachal Pradesh (130 km from
Chandigarh)
4. Amochu in Bhutan
5. Rupasiyabagar Khasiabara HPP, 261 MW in Pithoragarh,uttarakhand State,
near China Border.
http://en.wikipedia.org/wiki/Loharinag_Pala_Hydro_Power_Projecthttp://en.wikipedia.org/wiki/Bhagirathihttp://en.wikipedia.org/wiki/Gangeshttp://en.wikipedia.org/w/index.php?title=Gangotri%28Project_has_been_discontinued_by_GoI%29&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Gangotri%28Project_has_been_discontinued_by_GoI%29&action=edit&redlink=1http://en.wikipedia.org/wiki/Gangeshttp://en.wikipedia.org/wiki/Bhagirathihttp://en.wikipedia.org/wiki/Loharinag_Pala_Hydro_Power_Project -
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Scheduling and Generation Despatch
The Scheduling and Despatch of all the generating stations owned by National
Thermal Power Corporation is done by the respective Regional Load Despatch
Centres which are the apex body to ensure the integrated operation of the power
system grid in the respective region. All these Load Despatch Centres comes under
Power System Operation Corporation Limited (POSOCO).
http://en.wikipedia.org/wiki/Power_System_Operation_Corporation_Limitedhttp://en.wikipedia.org/wiki/Power_System_Operation_Corporation_Limited -
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SHRM AT NTPC
HR vision:
To enable our people to be a family of committed world class professional
Vision:
A world class integrated power major, powering Indias Growth, With increasing
global presence
Core Values:
Business Ethics
Customer Focus
Organisational & Professional Pride
Mutual Respect & Trust
Initiative & Speed
Total Quality for Excellence
Backgrounds:
NTPC Limited is the largest thermal power generating company of India. A public
sector company, it was incorporated in the year 1975 to accelerate power
development in the country as a wholly owned company of the Government of India.
At present, Government of India holds i89.5% of the total equity shares of the
company and the balance 10.5% is held by FIIs, Domestic Banks, Public and others.
Within a span of 31 years, NTPC has emerged as a truly national power company,
with power generating facilities in all the major regions of the country.
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NTPCs CORE BUSINESSES-
Engineering
Construction
Operation of power generating plants
Consultancy in the area of power plant constructions and power generation to
companies in India and abroad.
NTPC has set new benchmarks for the power industry both in the area of power plant
construction and operations. It is providing power at the cheapest average tariff in the
country. With its experience and expertise in the power sector, NTPC is extending
consultancy services to various organisations in the power business.
Recognizing its excellent performance and vast potential, Government of the India
has identified NTPC as one of the jewels of Public Sector Navratnas- a potential
global giant. Inspired by its glorious past and vibrant present, NTPC is well on its way
to realize its vision of being A world class integrated power major, powering Indias
growth, with increasing global presence.
WHY NTPC?
NTPC was chosen to study strategic HRM as it is a public sector enterprise but has
been able to achieve excellence in its field by incorporating appropriate HR practices
in employees daily life, which reflect the organizations business goals as well.
NTPC has been able to satisfy its employees by adapting its internal environment to
the ever changing external environment.
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HUMAN RESOURCES OF NTPC
It believes in achieving organizational excellence through Human Resources and
follows "People First" approach to leverage the potential of its 23,500 employees to
fulfill its business plans. Human Resources Function has formulated an integrated HR
strategy which rests on four building blocks of HR viz. Competence building,
Commitment building, Culture building and Systems building.
All HR initiatives are undertaken within this broad framework to actualize the HR
Vision of "enabling the employees to be a family of committed world class
professionals making NTPC a learning organization.
Prior To 1997 , NTPCc HR department was known as the personnel department and
basically all their work was restricted to the administration and all.
NTPCS human resource department work on the following model-
Where the systems building include identifying the manpower and looking for these
talent who are apt for the particular project work.
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HR DEPTT. OF NTPC
1. Employee Development
The department takes the HR initiative of promotion, appraisals and other
development aspects. ED maintains the Management Information System for
the orgainsation.
2. Employee Benefits Group (EB)
The Employee Benefits Group take care of the welfare and benefits like
recruitment, separation loans and advances, which the employee are eligible.
The Voluntary Retirement Scheme is also dealt by EBG.
3. Employee Relation Group
The ERG is in charge of the Industrial Relations Contract Labour, security i.e.,
CISF and GPAIS of NTPC, Shaktinagar.
4. Employee Service Group
The ESG deals with entitlements handling and other law related matters.
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5. Employee Development Centre
The EDC conducts various workshops and Training Programme to employees
and other trainees. EDC conducts IGNOU exams for employees who are
interested in doing higher education with jobs.
6. RAJBHASHA Group
As it is compulsory for all Govt. organizations to keep a Hindi source as is in
NTPC also for the same reason NTPC has Rajbhasha Group. This Group does
the Hindi translation; conduct debates and other Hindi promotional activities.
RECRUITMENT & SELECTION
For recruitment the company follows the following processes
1. The company conduct the all India written test known as ET, after clearing the
written test they have to go through several rounds of GD and PI befor they are
selected
2. It also goes to the various IITs and NITs for the campus recruitment.
NTPC believes in the philosophy, Grow your own timber. They hire from
campuses and via yearly ET (Executive Trainee) test and groom individuals into all
round Power Professionals.
NTPC's , Executive Trainee Scheme was introduced in the year 1977 with the
objective to raise a cadre of home grown professionals. First Division Graduate
Engineers/Post Graduates are hired through nation wide open competitive
examination and campus recruitments. Hiring is followed by 52 weeks induction
training (fully paid) consisting of theoretical input, on job training, personality
development & management modules.
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Theater Workshop- The orientation module for ETs include such unique practices
like Theatre Workshops in order to enhance their communication skills-verbal and
non verbal, team work, body language, expressions etc. conducted with the help of
professional institutions like National School of Drama.
Yoga - For the holistic development of the trainees, caring for their physical health
and mental alertness is as important as hard skills training. Yoga and meditation are
part of our orientation-training programme for Executive Trainees. Yoga sessions are
scheduled every morning during the training period.
Corporate Social Responsibility- In order to make new hires a part of our social
responsibility drive, exposure to on-field community development and responsibilities
towards Project Affected Persons is given. A special module on corporate social
responsibility is a part of orientation training which covers all the important aspects of
corporate social responsibility like environment, safety, health hazards, environmental
impact, ash utilisation etc.
Mentoring "Ankur"- For effective socialisation and transformation from training
mode to executive capacity of taking responsibility, executive trainees are attached to
mentors once they are put on job. Mentors are senior executives with 10-15 years of
experience in NTPC who act as a friend, philosopher and guide to the budding power
professions.
Sports- To keep the trainees physically active and agile, emphasis is laid on sports
activities. Sports infrastructure has been provided at each NTPC location and
inter/intra unit matches are organised from time to time.
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Performance Appraisal System (PAS)
To build a culture of performance by aligning individual and organizational
Objectives and encouraging open communication feedback.
To accomplish the overall organizational vision and mission by linking
individual performance to company objectives.
To cascade companys strategic goals to individual level.
To promote professional excellence.
To encourage a two-way communication between executive and the Reporting
Officer and bring about transparency in the performance assessment process.
To evaluate the potential of the executives to ensure higher responsibilities in
the organization.
To provide a source of talent for meeting organizations growth requirements
through a process of mapping the competencies and potentials of executives.
To translate future skill requirements of the organization into individual
developments plans.
To identify high performers and recognize them rewards and incentives.
To facilitate fulfillment of individual aspirations.
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APPLICABILITY
NTPC (E1-E9).
are also covered by this scheme.
iddle of the PMS cycle, but have served for a
minimum of three months.
joint ventures with NTPC management.
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Performance Appraisal System AT NTPC is a five step
process:-
1.Performance Planning:
Performance Planning is the process of:
Defining expectations i.e., the work to be done, the results/ targets to be
achieved and skills/ competencies needed to achieve these objectives.
Setting Measures and Targets, determining priorities and weightages of
results to be achieved.
Identifying and allocating appropriate resources (such as manpower, tools,
training, budget etc.) to enable the executive to achieve the targets.
While defining work objectives and measures, it is necessary to ensure that:
o Goals/ Targets/ Objectives are SMART (Specific, Measurable, Agreed,
Realistic and Time bound)
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o Results are substantially within the executives control.
o Measures relate to results.
o Data are available for measurement.
o Agreement on mutually agreeable and achievable Performance targets is
arrived at after sufficient discussion between Reporting Officer and executives
have taken place.
2. Mid Year Review:
Performance management is not an event but an on going process. Mid Year Reviews
helps in the following ways:
Reinforcing good performance in time.
Updating the status of targets i.e., progress review.
Identifying areas for mid course correction Revisiting KPAs and goals, if
necessary.
Assessment resources and skill requirements affecting the individuals
performance Discussion and feedback on functional competencies,
managerial competencies, potential competencies and core values
actualization.
Providing early warnings of non-performance, i.e., avoiding year end
surprises
3. Annual Assessment
The objectives of annual assessment are to:
Discuss and arrive at an assessment of performance with respect to agreed
targets.
Assess the competencies, potential and core value actualization by the
individual.
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Agree upon improvement plans and development plans and development
needs for the individual.
4.Normalization
Ensure parity and integrity by minimizing variation in rating by different reporting
officers across various department and locations.
Enhance objectivity and transparency in the appraisal system.
To view individual and performance from the perspective of organizational
achievement.
5. Feedback, Coaching and Counseling
In order to make PMS an open system and to enhance development orientation across
the organization; feedback, caching and counseling are essential components.
Communication the final performance results of the executive and providing
developmental feedback are critical to this process.
Feedback
Providing feedback on performance presents the following benefits:
Creates transparency making PMS more acceptable to individuals.
Reinforces good performance on time.
Enables development of coaching and mentoring relationship between
reporting officer and executive.
Ensures that organizational objectives are achieved to an acceptable standard
and in an acceptable form.
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Providing performance feedback is a delicate matter and the reporting officer should
create suitable conditions for providing performance feedback in the most effective
manner.
In general
Feedback should be focused on the specific performance actions and not on
the personality of the executive.
Feedback should be generated after reviewing all achievement and issues
throughout the assessment period and not focused on isolated incidents.
Feedback calls for maintaining a log of critical occurring during the
assessment period for recording both achievements and failures with details, as an aid
to memory during performance discussions with the executive.
Feedback be given as regularly as possible so that enough opportunities are
created for executive to bridge performance gaps through self-development.
Coaching and Counseling
Coaching is an on-the-job approach to help individuals to develop and raise their
skills and levels of competence. Coaching typically consists of:
Making executives aware of how well they are performing and their present
level knowledge and skill.
Providing guidance to individuals to enable them to complete their work
satisfactorily.
Facilitating individuals to raise their level of contribution and achievements.
Conselling in the PMS context essentially is a process by which executives can
receive assistance in sorting out issues related to current and future
responsibilities and aspirations.
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Coaching and Counseling together act as a feedback mechanism for the individual on
his/ her performance. Reviewer/ Reporting Officer to communicate the areas for
development and improvement to the executives often uses it.
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TRAINING & DEVELOPMENT
NTPC subscribes to the belief that efficiency, effectiveness and success of the
organisation depends largely on the skills, abilities and commitment of the employees
who constitute the most important asset of the organisation. Therefore, a lot of
emphasis is laid on the training and development of employees.
NTPC view of employee development has a very wide perspective and is not
constrained to job related inputs. Training in NTPC is carried out with short term and
long term objectives to impart skills required to carry out various jobs and provide
developmental input for the individuaLs and organisations future growth.
Training Infrastructure
NTPCs training policy envisages minimum 7 Mondays of training per employee per
year. Our philosophy is to develop our own training systems and deliver training
internally as far as possible. Hence, NTPC has developed its own training
infrastructure which comprises of
1) Power Management InstituteIt is the apex training institute of NTPC located in
NOIDA, close to the company headquarters and houses a world class training
infrastructure. It has two residential hostels with internet broadband facility in each
room. PMI has multiple training and conference rooms fitted with audio visual
training aids. The PMI auditorium has a seating capacity of 300 and hosts many
conferences at national and international level.
PMI houses indoor badminton court, swimming pool, tennis court and gym for use of
participants. The Institute has full time dedicated faculty and organises training and
conferences for NTPC and other companies as well.
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2) Employee Development Centres- Employee Development Centres (EDCs) are
located at all NTPC projects and stations and take care of training needs of employees
at the unit. They have similar infrastructure as that of PMI and have full time
dedicated staff of 150 employees across NTPC. EDCs serve to meet the training needs
that can be catered to locally.
3) Simulator Centres- NTPC is the proud owner of two simulator training centres,
for both coal based and gas based plants, which are the only ones of their kind in the
country. Our gas based simulator centre is located in Kawas (Gujarat), while coal
based simulator centre is in Korba. These simulator centres are meant give hands on
experience of operating a power plant to our engineers. NTPC also extends this
facility to many other organisations in power industry or equipment manufacturers
who send their employees for training at our simulator centres.
4) CLASS (Center for Learning & Self Strive)-It is to add value to the organization
in achieving desired level of Productivity, Performance and Profitability (3 Ps)
through people. CLASS is to enhance efficiency and effectiveness in work in order to
achieve business targets and goals. CLASS works for building up employees
competence to maintain the competitive ratio between skill and salary.
Some Initiatives
NTPC have introduced numerous initiatives which seek to enhance the creativity,
innovation, functional aptitude and teamwork of our employees. These initiatives are:
NTPC Open Competition for Executive Talent (NOCET)- National Open
Competition for Executive Talent (NOCET) is a 3 tier theme based team event
held to solicit ideas on latest issues facing the organisation. A Theme for the
competition is decided by CMD of NTPC. A topic that is relevant to NTPC
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scenario is chosen. 3-4 member teams are formulated that compete at unit,
regional and corporate levels. A panel of judges comprising of top notch
NTPC executives and external experts judge the teams on their concept and
presentation.
Professional Circles - As a learning organisation, NTPC encourages formation
of Professional circles for knowledge dissemination; knowledge updating etc.
professional circles are interest groups where employees sharing same interest
areas get together to share knowledge and latest developments in the field. In
order to encourage and recognise professional circles, NTPC has
institutionalised a three-tier competition amongst the professional circles
culminating at the company level. Currently, about 300 professional circles are
active in the company.
Quality Circles- Quality circles were introduced as an initiative to involve
every grass root level employee. Under this initiative, employees volunteer to
take up improvement projects in their work areas. Annual contests are
organised at project level, regional level and company level in which QCs
from all over NTPC compete with each other. The winning team also gets a
chance to participate at National and International level QC Convention.
NTPC has been winning the National Quality Circles Convention for last 4
consecutive years and has participated in International Quality Control
Conventions at Bangkok(2004), South Korea (2005), Indonesia (2006) and
China (2007)
Business Minds- Another initiative which is very popular among NTPC
employees, is called the Business Minds. This is a management game that
develops strategic thinking & decision making in executives by exposing
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participants to simulated real life business situations that help them discover
new skills. It is conducted in association with AIMA. Cross-functional teams
participate in the game as it is multidisciplinary in nature reflecting real life
multifunctional role of business. Qualifying teams compete at the national
level. In 2008, The winning team from NTPC Ramagundam also won the
national management games competition conducted by AIMA and qualified to
compete at the Asia level.
Medha Pratiyogita- We have been conducting a quiz competition very
successfully. Medha Pratiyogita is conducted for the children of NTPC
employees. It features renowned Quizmaster Derek OBrien and his team. The
quiz is conducted at the Project, Regional and Corporate levels.
Knowledge Management in NTPC- In initiative to meet our ultimate objective
of becoming a Learning Organisation, an integrated Knowledge Management
has been developed. This system allows tacit knowledge in form of learning
and experiences of employees to be captured and summarised for future
reference. It provides adequate communication and a formal process for
classification, codification, and sharing of knowledge through which employee
can contribute, learn, share and generate solutions.
Planned Interventions
For management development, NTPC has a set of planned interventions designed for
each stage in a persons career. Each of these is a custom made, medium term training
programme, specifically designed to give developmental input at a particular stage in
the persons career.
Education Up-gradation Schemes
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To meet academic aspirations of employees and match them with needs of the
organisation, NTPC has tie-ups with institutes of repute like MDI, Gurgaon; IIT,
Delhi; BITS, Pilani etc. NTPC sponsors fixed size batches of employees who are
inducted into these courses based on their performance rating in the company and
their performance in the entrance exam conducted by the institutes. Unlike other study
leave and sabbaticals, employees undergoing these courses do not forego their salary
or career growth during the duration of the course.
JOB EVALUATION IN NTPCAll the roles are uniquely defined and they have role directories. Every
individual in the company is evaluated every year on the following parameters-
1) KPA
2) FUNCTIONAL COMPETENCIES
3) MANAGERIAL COMPETENCIES
4) CORE VALUES
KPA includes the key performance areas of every employee.
This process is done every year and every individual are judged on the mark of 100
wherein 70% of weight age is given to the KPA. And rest 30% is distributed equally
amongst the various parameters. (this percentage may vary year wise).
JOB ANALYSIS
NTPC has the provision for the job rotation policy also. Every 10% of the employee
are rotated in various areas of a department to avoid the monotony of the work. This
also works as the one of the most important factor for the retention of the employee in
the company.
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All the employees are encouraged to come up with the creative and the innovative
ideas. The overall-working environment of the NTPC is employee friendly which
works as the driver to the motivation of the employees.
REWARDS, INCENTIVES & BENEFITS-
Incentives schemeIt is group performance based (no individual incentives) which
illustrates that the company encourages effective and efficient teamwork.
Retention strategies they include giving Mediclaim to all employees, various
monetary incentives and a favorable work environment.
TOTAL QUALITY MANAGEMENT (TQM)
All the total quality management tools are used In NTPC except six sigma.
"Professional Circles" have been formed department-wise where Executives of the
department meet every fortnight to share their knowledge and experiences and discuss
topical issues.
In order to tap the latent talent among non-executives and make use of their potential
for creativity and innovation, Quality Circles have been set up in various units/offices
in NTPC.
Besides a management journal called "Horizon" is published quarterly to enable
employees to share their ideas and experiences across the organization.
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ANALYSIS AND INTERPRETATIONS
The Model employed by NTPC is one of High involvement and high
commitment.
NTPCs HR vision of enabling employees to become a family of committed
world-class professionals is depicted by the companys People First
approach.
Unique features illustrated by its Human Resource Department like the 10%
Job Rotation Policy, giving same benefits to all employees, TQM practices of
Quality and Professional Circles and development of superior Townships
provide a healthy work environment for the employees.
Therefore strategic HRM activities at SHRM ensure high productivity as well
as low attrition rates at NTPC.
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CONCLUSION
NTPC has proved its success with the concept of Strategic Human resource
management by treating human resource as an asset for an organizations long term
growth.
NTPCs HR concept- GOOD HRM=HIGH FINANCIAL RESULTS led to the
organizations success .
The SHRM practices helps the company to harmonize it's HR policies with the
business strategy leading to Competitive Advantage, Distinctive Capabilities and
Strategic Fit . It enables them to become India's one of the biggest organizations in
their own fields and to grow further.
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BIBLIOGRAPHY
1. The Economic Times
2. The Financial Express
3. Wikipedia
4. NTPC site:www.ntpc.co.in
5. Senior Executive HR, NTPC.
6. Book review:
Human Resource Management, Dessler
Human Resource Management, K.Aswathappa
Strategic Human Resource Management, Michael Armstrong
http://www.ntpc.co.in/http://www.ntpc.co.in/http://www.ntpc.co.in/http://www.ntpc.co.in/