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STUDY ON HRM PRACTICES FOLLOWED IN
POWER GENERATION SECTOR IN INDIA
ORGANISATION
NATIONAL THERMAL POWER CORPORATION (NTPC)
SIMHADRI, INDIA
SUBMITTED BY
GROUP 7
RAMANATHAN S
RAMYA S
RITHIN RAJENDRAN
SAIKUMAR K
SANDEEP KOTLA
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CONTENTS
EXECUTIVE SUMMARY………………………………………………………………………………………………………………………..3
POWER GENERATION SECTOR IN INDIA ……………………………………………………………………………………………..4
CURRENT SCENARIO…………………………………………………………………………………………………………………………....4
TRANSMISSION AND DISTRIBUTION…………………………………………………………………………………………………….4
BARRIERS TO DEVELOPMENT………………………………………………………………………………………………………………5
NATIONAL THERMAL POWER CORPORATION………………………………………………………………………………………..6
OVERVIEW…………………………………………………………………………………………………………………………………………..6
ORGANIZATIONAL STRUCTURE……………………………………………………………………………………………………………6
VISION…………………………………………………………………………………………………………………………………………………7
MISSION………………………………………………………………………………………………………………………………………………7
VALUES AND CULTURE………………………………………………………………………………………………………………………..7
FUTURISTIC NTPC………………………………………………………………………………………………………………………………..8
AWARDS AND RECOGNITION…..…………………………………………………………………………………………………………10
HR POLICIES AND PRACTICES IN NTPC……………………………………….……..………………………………………………11
RECRUITMENT PRACTICES………………………………………………………………………………………………………………….11
SELECTION PROCEDURES……………………………………………………………………………………………………………………12
INCENTIVE SCHEMES………………………………………………………………………………………………………………………….13
BENEFITS……………………………………………………………………………………………………………………………………………14
APPRAISAL METHODS….…………………………………………………………………………………………………………………….17
REWARDS AND RECOGNITION……………………………………………………………………………………………………………19
TRAINING…………..………………………………………………………………………………………………………………………………20
WORKFORCE RATIONALIZATION………………………………………………………………………………………………………..22
ATTRACT AND RETAIN TALENT…………………………………………………………………………………………………………..23
SUMMARY…………………………………………………………………………………………………………………………………………….24
REFERENCE……………………………………………………………………………………………………………………………………………25
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EXECUTIVE SUMMARY
The human resource management differs from sector to sector and from company to company.
This project focuses on the human resource practices pertaining to power generation sector.
The organization chosen for study is the National Thermal Power Corporation (NTPC).This
report analyses the current scenario of the power generation sector and then describes the
organization in detail. The main interest of the report is on the human resource practices
namely recruitment and selection procedures, benefits, incentive schemes, appraisal methods,
rewards and recognition and the training of the organization.
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POWER GENERATION SECTOR IN INDIA
THE CURRENT SCENARIO
CURRENT SCENARIO
The Power sector in India is the 5th largest Power Generation in the world with 152 GW
capacity (as on 2009) and it supplies the world's 6th largest energy consumer, accounting for
3.4% of global energy consumption by more than 17% of global population.The Energy policy of
India is predominantly controlled by the Ministry of Power, Ministry of Coal and Ministry of
New Renewable Energy and administered locally by Public Sector Undertakings (PSUs).
TRANSMISSION AND DISTRIBUTION
The major concern with the industry is the transmission and distribution of the installed
capacity. The current installed transmission capacity amounts to only 13% of the installed
power generation capacity. The Ministry of Power, India has a distinguished aim of integrating
the national power grid by the end of 2012. This integration would allow transmission of
200000 MW and inter regional power transfer of 37700 MW. The distribution of the power in
India is still a major concern as the levels of transmission losses in India amounting to 33% of
total power transmitted is well above the Global benchmarks. For this reason the State
Government has established its own State power generation units and has started privatization
the units to reduce the cost associated with power transmission.
The entire chain of the power sector is dominated by the Central and state government,
allowing only few major private players in the chain. The central and state government holds a
pattern of 40-60 of the total power capacity installed in the country. The transmission and
distribution sector also follows the same pattern. While the distribution sector is majorly
holded by State government and there are only few private players.
The country is now opening up for new horizons. The government has aimed at
developing 78.2GW additional power by the end of 2012. This has opened up opportunities for
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lot of private players to invest in the sector.CRISIL Research shows that there would be an
investment of Rs.750000 crores in the power sector out of which Rs.480000 crores would be
from private players.
BARRIERS TO DEVELOPMENT
The main barrier which every project in India would face is the delay in Project
Schedules.
The next major concern for the power sector would be availability of fuel resources.
Third and major concern for projects in India is the financial support for the project.
Land acquisition and Environment clearances for a Power project is a major barrier for
its commissioning.
Manpower and Equipment Shortage.
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NATIONAL THERMAL POWER CORPORATION
OVERVIEW
India’s largest power company, NTPC was set up in 1975 to accelerate power
development in India. NTPC is emerging as a diversified power major with presence in the
entire value chain of the power generation business. Apart from power generation, which is the
mainstay of the company, NTPC has already ventured into consultancy, power trading, ash
utilisation and coal mining. NTPC ranked 317th in the 2009, Forbes Global 2000’ ranking of the
World’s biggest companies. NTPC became a Maharatna company in May, 2010, one of the only
four companies to be awarded this status.
ORGANIZATIONAL STRUCTURE
Chairman
Director
(HR)
Director
(Finance)
Director (Projects)
Executive Director (SR)
General Manager
Managers
Engineers
Director (Operations)
Director (Technical)
Director (Commercial)
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VISION
To be the world’s largest and best power producer, powering India’s growth.
MISSION
Develop and provide reliable power, related products and services at competitive prices,
integrating multiple energy sources with innovative and eco-friendly technologies and
contribute to society.
VALUES & CULTURE
Business Ethics
Customer Focus
Organisational & Professional Pride
Mutual Respect & Trust
Innovation & Speed
Total Quality for Excellence
The key challenges in the context of values are its actualisation and relevance. To actualise
the core values and ensure that they remain relevant, they take various steps:
Creating a weightage for values in Performance Management Systems.
Conduct sessions and training programmes on in key programmes.
Rewarding value based behaviour and creation of Value Actualisation Task force.
A Vision & Values Revisit Workshop by the top management.
NTPC holds pride in its systems for providing a good quality of work-life to its
employees. In addition to providing beautiful and safe work places, NTPC encourages a culture
of mutual respect and trust amongst peers, superiors and subordinates.
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FUTURISTIC NTPC
As per new corporate plan, NTPC plans to become a 75 GW company by the year 2017
and envisages to have an installed capacity of 128 GW by the year 2032 with a well diversified
fuel mix comprising 56% coal, 16% gas, 11% nuclear energy, 9% renewable energy and 8%
hydro power based capacity.
As such, by the year 2032, 28% of NTPC’s installed generating capacity will be based on
carbon free energy sources. Further, the coal based capacity will increasingly be based on high-
efficient-low-emission technologies such as Super-critical and Ultra-Super-critical. Along with
this growth, NTPC aims utilize a strategic mix of options to ensure fuel security for its fleet of
power stations.
Looking at the opportunities coming its way, due to changes in the business environment,
NTPC has made changes in its strategy and diversified the business adjacencies along the
energy value chain. In its pursuit of diversification NTPC has developed strategic alliances and
joint ventures with leading national and international companies. NTPC has also made long
strides in developing its Ash Utilization business.
Hydro Power: In order to give impetus to hydro power growth in the country and to
have a balanced portfolio of power generation, NTPC entered hydro power business
with the 800 MW Koldam hydro project in Himachal Pradesh. Two more projects have
also been taken up in Uttarakhand. A wholly owned subsidiary, NTPC Hydro Ltd., is
setting up hydro projects of capacities up to 250 MW.
Renewable Energy: In order to broad base its fuel mix NTPC has plan of capacity
addition of about 1,000 MW through renewable resources by 2017.
Nuclear Power: NTPC has signed a Joint Venture Agreement with Nuclear Power
Corporation to from a JV Company (with 51% stake of NPCIL and 49% stake of NTPC) for
setting up nuclear power projects.
Page | 9
Coal Mining: In a major backward integration move to create fuel security, NTPC has
ventured into coal mining business with an aim to meet about 20% of its coal
requirement from its captive mines by 2017. The Government of India has so far allotted
7 coal blocks to NTPC, including 2 blocks to be developed through joint venture route.
Power Trading: 'NTPC Vidyut Vyapar Nigam Ltd.' (NVVN), a wholly owned subsidiary was
created for trading power leading to optimal utilization of NTPC’s assets. It is the second
largest power trading company in the country. In order to facilitate power trading in the
country, ‘National Power Exchange Ltd.’, a JV of NTPC, NHPC, PFC and TCS has been
formed for operating a Power Exchange.
Ash Business: NTPC has focused on the utilization of ash generated by its power stations
to convert the challenge of ash disposal into an opportunity. Ash is being used as a raw
material input by cement companies and brick manufacturers. NVVN is engaged in the
business of Fly Ash export and sale to domestic customers. Joint ventures with cement
companies are being planned to set up cement grinding units in the vicinity of NTPC
stations.
Power Distribution: ‘NTPC Electric Supply Company Ltd.’ (NESCL), a wholly owned
subsidiary of NTPC, was set up for distribution of power. NESCL is actively engaged in
‘Rajiv Gandhi Gramin Vidyutikaran Yojana’programme for rural electrification.
Equipment Manufacturing: Enormous growth in power sector necessitates
augmentation of power equipment manufacturing capacity. NTPC has formed JVs with
BHEL and Bharat Forge Ltd. for power plant equipment manufacturing. NTPC has also
acquired stake in Transformers and Electricals Kerala Ltd. (TELK) for manufacturing and
repair of transformers.
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AWARDS AND RECOGONIZATIONS
HR AWARDS
Exemplary Leadership Award to Shri Arup Roy Choudhury for People Excellence
NTPC wins Star TV Talent Leadership and HR Award
Two Awards for NTPC at Asia Best Employer Brand Awards
Overall 7th in ‘India’s Best Companies to Work for 2010’, 1st amongst the PSUs and 1st
in Manufacturing & Production Industry Segment.
Great Places to Work Award 2009
AMITY HR Excellence Award
NCPEDP-Shell Helen Keller Award 2009
Vishwakarma Rashtriya Puraskar (VRP) – 2007
Best Companies to Work For – 2009
SCOPE Meritorious Award for Best Practices in Human Resource Management
Page | 11
HR POLICIES AND PRACTICES IN NTPC
RECRUITMENT
Recruitment is one of the most visible roles undertaken by human resource
departments in organizations. Recruitment can be considered as part of a trio, ‘recruit, reward
and retain’. Recruitment is a process of generating a ‘pool’ of candidates by reaching the ‘right’
audience suitable to fill the vacancy. Selection involves ‘picking’ the most suitable candidate
from the ‘pool’ that is willing to fill the vacancy. –Ashwathapa
Recruitment process in NTPC starts with job analysis, i.e. document the intended
requirement of the job to be performed. The company will have job descriptions that represent
a historical collection of tasks performed in the past. These job descriptions are reviewed or
updated prior to a recruitment effort to reflect present day requirements.
NTPC’s recruiting process often encompasses multiple media, such as the Internet,
notifications in general newspapers and job ad news papers, window advertisements and
campus graduate recruitment programs from colleges like NITs, IITs and IIMs depending on the
job role. Following which NTPC also has a well defined on boarding and training process for
freshers.
The following are few practices NTPC follows for recruiting:
PRESENT EMPLOYEES
Promotions and transfers among the present employees can be a good source of
recruitment. Promotion implies upgrading of an employee to a higher position carrying higher
status, pay and responsibilities. Promotion from among the present employees is advantageous
because the employees promoted are well acquainted with the organizational culture, they get
motivated. Promotion from among present employees also reduces the requirement for job
training.
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Transfer refers to shifting an employee from one job to another without any change in
the post, status and responsibilities. The need for transfer is felt to provide employees a
broader and varied base which considered necessary for promotions.
FORMER EMPLOYEES
Former employees are another source of applicants for vacancies to be filled up in the
organization. Some former employees who left the organization for any reason may again be
interested to come back to work.
ADVERTISEMENTS
Advertisements of the vacancy in newspapers and journals are a widely used source of
recruitment. The main advantage of this method is that it has a wide reach.
CAMPUS RECRUITMENT
Campus graduate recruitment programs from colleges like NITs, IITs and IIMs depending
on the job role available.
DEPUTATION
Another source of recruitment is deputation, i.e., sending an employee to another
organization for a short duration of two or three years. Deputation is useful because it provides
ready expertise and the organization does not have to occur the initial cost of induction and
training.
SELECTION
Selection Procedure for Executive trainee post in NTPC: Eligible candidates will have to
undergo a selection test; results of selected candidates for interview will be made available on
the net and will be emailed to the candidates. All the shortlisted candidates will have to appear
for group discussion and personal interview before the company’s central selection board and
the final results will be made available online.
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INCENTIVE SCHEMES
There are various incentive schemes in the company, some of them are mentioned over here.
1. Generation Incentive Scheme
The general objective of this scheme is to maximize the generation of electrical energy
through optimum utilisation of installed capacity and other allied resource.
Reduction of cost per unit of energy generated as well as reduction of absenteeism.
Application:
The scheme covers all regular employees of NTPC directly or indirectly engaged in generation of
electricity.
The scheme is not applicable to:
Apprentice under Apprenticeship Act and Trainees.
Casual or daily rated employees.
Factor for incentive payment:
Incentive linked to equivalent Availability factor
𝐸𝐴𝐹 =𝐴𝑐𝑡𝑢𝑎𝑙𝐺𝑒𝑛 𝐴𝑈 + 𝑆𝑜𝑟𝑡𝑓𝑎𝑙𝑙 𝑖𝑛 𝑔𝑒𝑛
𝐺𝑒𝑛𝑒𝑟𝑎𝑡𝑖𝑜𝑛 𝑎𝑡 𝑖𝑛𝑠𝑡𝑎𝑙𝑙𝑒𝑑 𝑐𝑎𝑝𝑎𝑐𝑖𝑡𝑦
EAF based generation incentive Scheme will have monthly, quarterly and yearly components of
payment linked with prescribed performance level.
Threshold level is 70% EAF with 7.5% of basic pay as incentive payable.
Page | 14
2. Incentive Schemes for National /All India Award
The employees who are awarded any of the special National/All India award shall be
granted one special increment from the date award is actually conferred. The “Sharm Ratna”
Awardees shall be given two increments from month in which it is conferred. This is treated as
personal pay and will remain as fixed and paid as separate element of pay during the entire
service of the company.
3. Incentive scheme for promoting small family norms
All full time employees are covered under the scheme. Lien holders and deputationist are
entitled only to medical facilities provided under the scheme.
The incentive is admissible to eligible employees who are in reproductive age group for
sterilisation of self or spouse and for taking recourse to IUCD insertion in case of female
employees/spouse.
BENEFITS
1) Leave Travel Concession
All employees in regular establishment including a probationer, a lien holder, a
deputationist and a person appointed on contract for a period of two years.
Entitlement:
Journey fare for employees and their dependants by entitled class.
Sub Rule A:
Home town by shortest route
Or
Distance upto 1800km by any route
Or
Distance upto 1400 km by any route ‘claim on basis of certification
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Sub rule B:
Every year to hometown by shortest route and provide that his family is living at different place
away from his workplace.
LTC for any year is availed in that particular year or next block year.
Carry forward in respect of part family is not allowed.
2) Medical attendance and treatment
All regular employees, trainees and apprentices and their family members. All employees
and their families are entitled to free medical treatment in NTPC Hospitals.
For all outpatient treatment Rs 40 is given for MBBS, and for Specialist Rs 100 is given.
In hospitalization cases reimbursement of actual accommodation and medicine charges are
limited to specified entitlement in notified hospitals.
Family means an employee’s spouse (one) residing with employee and two surviving
children below age 25 and parents subjected to family members being dependant on
employee.
3) Types of Leave
Casual Leave:
Executives/Supervisors/ Executive Trainee: 12 days in a calendar year.
Other trainees: 10 days in a calendar year.
Intervening Sunday and holidays are not debited to the casual leave.
Casual leave can be granted for half day also with lunch interval as dividing line.
Earned Casual leave:
Executives / Supervisors: 30 days per year.
Executive Trainee: 30 days per year
Apprentice : 20 days per year.
Accumulation limit:
Executives / Supervisors: 300 days.
Apprentice : 160 days.
Encashment of EL:
Page | 16
Applicable to all regular employees.
75% of the total El is treated as encashable.
Half Pay Leave:
Executives/Supervisors are entitled to get 20 days per year.
HPL is not admissible to Executive Trainee.
Half pay for this purpose means half of the basic pay.
Sick Leave:
Sick leave is admissible to trainees/ Apprentices @ 10 days per year.
The accumulation of sick leave is 30 days.
4) Holiday
All employees are eligible for:
8 closed holidays (inclusive of 3 national holidays) & 6 restricted holidays
5) Reimbursement of expenditure on children education
Employees borne or regular establishment of company including probationer, lien
holder but excluding trainees, apprentices, casual/temporary employees and person on
contract basis.
Reimbursement of expenditure incurred by employees towards tuition fees and or hostel
charges in respect of wholly dependent children studying in class I to XII and also for
graduation and post graduation in areas of science, commerce and humanities.
6) Scheme for Grant of scholarship to children of NTPC employees
Dependent children of NTPC employees borne on regular establishment of the company. The
applicability of the scheme are limited to two children only.
7) Coaching class for children of NTPC employees
Infrastructure facilities are provided for setting up coaching classes for one batch each of class
XI and XII students in engineering and medical streams. It also provides subsidy in fees to be
paid by the children of NTPC employees to these coaching classes.
Page | 17
8) Best Student award for classes X & XII
Awards for the best student of class X and XII are given based on results of concerned board of
high/higher secondary schools of NTPC townships.
9) Liveries
All employees (including trainees recruited under company’s own scheme) are entitled to
summer uniform also winter uniforms.
10) Canteen
Canteen facilities are available inside the work premises for the employees at the
project/station so as to provide tea, lunch& snack etc at no profit no loss basis.
APPRAISAL METHODS
SCALES OF PAY
A) Executives
Grade Scale of Pay(Rs)
E-1 E-2 E-2(A) E-3 E-4 E-5 E-6 E-7 E-7(A) E-8 E-9
10750- 16750 11225- 17250 12000- 17500 13750- 18700 16000- 20800 17500- 22300 18500- 23900 19000- 24750 19500- 25600 20500- 26500 23750- 28550
B) Non- Executives
Grade Scale of Pay(Rs.)
W- 0 W- 1 W- 2 W- 3
3750- 5450 4400- 8430 4700- 9010 5000- 9590
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W- 4 W- 5 W- 6 W- 7 W- 8/ S-1 W- 9/ S-2 W- 10/ S-3 W- 11/ S-4 SG
5400- 10350 5800- 10790 6200- 11200 6700- 11750 7300- 12660 7900- 13700 8600- 14920 9300- 15590 10000- 16000
All allowances and benefits/recoveries of W0 shall be at the same rate as applicable
in case of non- executive in the grade of W1.New benefits/ advances viz.
Reimbursement of cost of newspaper/ magazine, entitlement for travel by AC-3 Tier,
Multi-purpose advance, Furniture/ household items advance, Conveyance advance
for Scooter/ motorcycle and Computer advance, as part of Wage revision circulated
vide CPC No. 457/ 2001 dt. 2.3.2001 shall not be made applicable be to W-0 grade.
The employee in W-0 grade shall be considered for promotion to the next grade i.e.
W-1, after completion of 10 years of continuous service in the grade of W-0.
RATE OF INCREMENT
SI no. Grade Rate of Increment (% of Basic Pay)
1 2 3 4
W0 W1- w7 W8- W11/ S1- S4 Executives/ Selection Grade
2.5% 3.0% 3.5% 4.0%
DATE OF INCREMENT
Employees Appointed / Promoted Between
Standard Date
1st January and 31st March 1st April and 30th June 1st July and 30th September 1st October and 31st December
1st January 1st April 1st July 1st October
Above shall be subject to provisions in NTPC Pay Fixation Rules.
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REWARD AND RECOGONIZATION SYSTEM
OBJECTIVES
To recognize and reward employee’s behaviour for enhanced motivation.
To create a culture of excellence through Value Actualisation and demonstration of
leadership.
To foster and nurture a culture of recognition and celebration in NTPC.
To encourage overall development of employees through involvement in TQM
initiatives and other Socio-Cultural activities.
To encourage involvement in Corporate Social Responsibility efforts.
To promote exhibition of human values and NTPC core values.
REWARDS
The various rewards and recognitions included within the scope of NTPC reward system are as
under:
S NO NAME OF THE REWARD LEVEL WISE APPLICABILITY
LOCATION WISE APPLICABILITY
01 Thank you slips All Employees Unit level
02 Applause All Employees Unit level
03 Appreciation Letter All Employees upto E7 Unit level
04 STAR of the Month Non Executives Unit level
05 Employee f the year Non Executives Dept. Level and Unit level
06 Vidhyut Awards Non Executives Company Level
07 Power EXCEL Awards- Power Executives Excellence Awards
Executives upto E6, excluding HODs
Unit level
08 PEARL Awards- Performance excellence Awards For Regional Leadership
All HODs Region Level
09 ACE Awards- Awards for Corporate Excellence
All BUH and GMs Company Level
10 Mentor Samman All Mentors Unit level
11 Manveeyata Puraskar All employees upto E7 Unit level
12 Welcome New appointees and transfer- in employees
Unit level
13 Farewell All Super- annuating employees
Unit level
Page | 20
The nodal departments at different locations for administering the system are:
At projects/Stations- HR
At regionals HQs- HR
At corporate Centre- CARE Group
TRAINING & DEVELOPMENT
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 individual’s and
organisation’s future growth.
TRAINING INFRASTRUCTURE
NTPC’s training policy envisages minimum 7 man days 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:
Power Management Institute– It is the apex training institute of NTPC located in
NOIDA
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
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
Planned Interventions
For management development, NTPC has a set of planned interventions designed
for each stage in a person’s career. Each of these is a custom made, medium term
training programme, specifically designed to give developmental input at a
particular stage in the person’s career.
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TRAINING PROGRAMMES
NTPC believes in the philosophy ‘Grow your own timber’, The company hires a fresh
from campuses 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.
Theatre 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.
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
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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WORKFORCE RATIONALIZATION
NTPC also 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
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
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 participants to simulated real life business situations that help them
discover new skills. It is conducted in association with AIMA
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
Page | 23
classification, codification, and sharing of knowledge through which employee can contribute,
learn, share and generate solutions.
ATTRACT AND RETAIN TALENT AT NTPC
NTPC claims that 24 years is the average retention period per employee. The following
are the practices that organization follows to ensure its best pool of employees stay with the
company.
CAREER ADVANCEMENT OPPORTUNITIES
Performance Management - NTPC has a standardized and formalised performance
management system. A KPA based system is designed to assess functional, managerial and
potential competence in an objective and transparent manner.
Career Paths - A formal career path and development process exists in NTPC. All career paths
have an underlying management structure. Promotions within each career path are aligned
with the needs of the organisation. Anyone joining the organisation can choose to pursue a
business, function or staff career path and will be put through specific training interventions
and job rotation path towards becoming a business, function or staff head.
Leadership Development - Potential employees are assessed for leadership competence and
are groomed to occupy leadership positions in the company. NTPC has a system that enables
measurement of leadership effectiveness, gap identification against an identified set of
leadership competence. Individual development plans are made based on the gaps identified to
ensure that the process of development and growth is meaningful.
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CONCLUSION
The power sector, on the whole is expected to provide ample opportunities for the
private players and hence the organization should keep improvising their human resource
practices to retain employees. The organization has standard practices related to recruitment,
training, selection, incentives and various benefits charted out for the employees at various
levels.
Page | 25
REFERENCES
i. Human resources at NTPC www.ntpc.co.in Accessed on 22-03-11
ii. Industry ptofile
www.in.kpmg.com/TL_files/pictures/powersector_2010.pdf
iii. Organization profile www.ntpc.com Accessed on 20-03-11
iv. Training and recruitment process www.citehr.com Accessed on 24-03-11.
v. Interview with Human resource Manager at NTPC Simhadri
Visakhapatnam.(Name not to be disclosed)