Hr m Project

7/29/2019 Hr m Project

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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-chargedepartment 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



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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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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


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/

Documents

Hr m Project