Description
Presentation describes about the HR department and success story at NTPC(National Thermal Power Corporation).
HR@NTPC – A Success Story
Introduction
? India’s largest thermal company, world’s sixth largest
? Highly ranked among all company surveys ? Won several awards for company HR practices
? Established in 1975 as a thermal power generating company
? Conferred status of Navratna in July 1997
Human Resources Planning at NTPC
? Recruitment mainly at entry level around 400 executive trainees every year ? Prefers to recruit from RECs rather than IITs and IIMs ? Almost 80% recruited were engineers ? Two executive positions for every three non-executive positions ? Very few lateral recruitments/senior positions
Training and Development Initiatives
? High Budget allocation for Training ? Power Management Institute (PMI)
? Conducts MDPs, research and consultancy ? Open to NTPC managers and managers of other electricity boards ? Training courses by foreign agencies like USAID, ODA, World Bank ? Tie-up with IIT Delhi
? Well-equipped with technology and resources
? Leadership Development programs ? Employee Development Centres at all its 20 plants.
? Simulation Training Institutes at Korba in Chattisgarh, Kawas in Gujarat
Organization Culture- Performance
? Took the best managers from companies like SAIL and BHEL
? High degree of independence with accountability ? Strict deadlines ? Measures to assess project performances ? Performance related promotions
? Performance driven work culture through benchmarking
Appraisals and Rewards
? Confidential Reports System for appraisal till 1990s. ? New 360 degree feedback system based on Key Result Areas (KRAs) for more transparency ? Below par performers sent for remedial training. Moved to less important roles, if there was no improvement ? Voluntary Retirement Scheme (VRS) used as a last resort for underperformers. ? Rewards system in line with recommendendations for A.T. Kearney. ? HR Score card implemented, based on Balance ScoreCard principle
Employee Welfare and Benefits
? Reimbursement of children’s education, scholarships
? Pension scheme, Superannuation, Self Contributory Pension Scheme, Post Retirement Health Scheme
? Paternity Leave
? Comprehensive healthcare to employees and their families
? Subsidized transport and canteen facilities ? 17 in-house project hospitals for employees ? Residential townships for employees with schools, hospitals, clubs and other facilities
Employee Safety
? Delineated safety policy
? Detailed safety manual ? Disaster Management Programs
? Mock Drills, Audits
? Safety training for employees ? Provision of personal protective and fire-fighting equipment
Employee participation
? Quarterly in-house journal “Horizon” ? NTPC Open Competition for Executive talent (NOCET) every year ? Organization-wide Bipartite forums, Professional Circles, Quality Circles, Suggestion Scheme, Safety Circles etc
The Payoff
? Top scores by the company in various workplace surveys ? Company’s efficiency levels well above the respective national average, and was ranked second most efficient power generator in the world ? High ratings from reputed agencies like CRISIL, Standards and Poor’s etc ? Increase in employee productivity ? Low attrition rate ? Company’s talent pool of employees recognized as one of the best in the world
Limitations of HR policies at NTPC
? Company’s stable career policy could not allow highly accelerated career growth.
Company’s justification: Job security led to reduced stress and enables the employees to work better
? High Amount spent on employee welfare was also questionable
Company’s justification: Such spending was aimed making the employees more loyal, and improved performance
? Preference for engineers resulting in skewed male-female ratio, with females constituting less than 5% of the total workforce
The Future: Challenges
? The near monopoly enjoyed by NTPC in the 1990s now no longer exists because of emergence of private sector players like Reliance Energy and Tata Power Company.
? Domains like IT, banking, pharmaceuticals, biotechnology etc. in the private sector are emerging as preferred sectors for employees. ? Poaching of its highly trained and competent employees by competitors
Possible courses of action
? Plan a salary structure that is commensurate with the standards of the private sector, to attract good talent ? Identify and train exceptionally talented employees for a fast career growth ? Recruit and retain more women employees to have a healthy male-female ratio ? “Catch’em Young” – Select and train engineering students at an early stage, to foster interest in the core engineering industry ? Recruit employees at mid-management levels to counter attrition of senior employees
Thank You
doc_597126778.ppt
Presentation describes about the HR department and success story at NTPC(National Thermal Power Corporation).
HR@NTPC – A Success Story
Introduction
? India’s largest thermal company, world’s sixth largest
? Highly ranked among all company surveys ? Won several awards for company HR practices
? Established in 1975 as a thermal power generating company
? Conferred status of Navratna in July 1997
Human Resources Planning at NTPC
? Recruitment mainly at entry level around 400 executive trainees every year ? Prefers to recruit from RECs rather than IITs and IIMs ? Almost 80% recruited were engineers ? Two executive positions for every three non-executive positions ? Very few lateral recruitments/senior positions
Training and Development Initiatives
? High Budget allocation for Training ? Power Management Institute (PMI)
? Conducts MDPs, research and consultancy ? Open to NTPC managers and managers of other electricity boards ? Training courses by foreign agencies like USAID, ODA, World Bank ? Tie-up with IIT Delhi
? Well-equipped with technology and resources
? Leadership Development programs ? Employee Development Centres at all its 20 plants.
? Simulation Training Institutes at Korba in Chattisgarh, Kawas in Gujarat
Organization Culture- Performance
? Took the best managers from companies like SAIL and BHEL
? High degree of independence with accountability ? Strict deadlines ? Measures to assess project performances ? Performance related promotions
? Performance driven work culture through benchmarking
Appraisals and Rewards
? Confidential Reports System for appraisal till 1990s. ? New 360 degree feedback system based on Key Result Areas (KRAs) for more transparency ? Below par performers sent for remedial training. Moved to less important roles, if there was no improvement ? Voluntary Retirement Scheme (VRS) used as a last resort for underperformers. ? Rewards system in line with recommendendations for A.T. Kearney. ? HR Score card implemented, based on Balance ScoreCard principle
Employee Welfare and Benefits
? Reimbursement of children’s education, scholarships
? Pension scheme, Superannuation, Self Contributory Pension Scheme, Post Retirement Health Scheme
? Paternity Leave
? Comprehensive healthcare to employees and their families
? Subsidized transport and canteen facilities ? 17 in-house project hospitals for employees ? Residential townships for employees with schools, hospitals, clubs and other facilities
Employee Safety
? Delineated safety policy
? Detailed safety manual ? Disaster Management Programs
? Mock Drills, Audits
? Safety training for employees ? Provision of personal protective and fire-fighting equipment
Employee participation
? Quarterly in-house journal “Horizon” ? NTPC Open Competition for Executive talent (NOCET) every year ? Organization-wide Bipartite forums, Professional Circles, Quality Circles, Suggestion Scheme, Safety Circles etc
The Payoff
? Top scores by the company in various workplace surveys ? Company’s efficiency levels well above the respective national average, and was ranked second most efficient power generator in the world ? High ratings from reputed agencies like CRISIL, Standards and Poor’s etc ? Increase in employee productivity ? Low attrition rate ? Company’s talent pool of employees recognized as one of the best in the world
Limitations of HR policies at NTPC
? Company’s stable career policy could not allow highly accelerated career growth.
Company’s justification: Job security led to reduced stress and enables the employees to work better
? High Amount spent on employee welfare was also questionable
Company’s justification: Such spending was aimed making the employees more loyal, and improved performance
? Preference for engineers resulting in skewed male-female ratio, with females constituting less than 5% of the total workforce
The Future: Challenges
? The near monopoly enjoyed by NTPC in the 1990s now no longer exists because of emergence of private sector players like Reliance Energy and Tata Power Company.
? Domains like IT, banking, pharmaceuticals, biotechnology etc. in the private sector are emerging as preferred sectors for employees. ? Poaching of its highly trained and competent employees by competitors
Possible courses of action
? Plan a salary structure that is commensurate with the standards of the private sector, to attract good talent ? Identify and train exceptionally talented employees for a fast career growth ? Recruit and retain more women employees to have a healthy male-female ratio ? “Catch’em Young” – Select and train engineering students at an early stage, to foster interest in the core engineering industry ? Recruit employees at mid-management levels to counter attrition of senior employees
Thank You
doc_597126778.ppt