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NTPC has sound people-policies as the base of its 25,000 strong workforce, whose
toil and dedication makes it one of the market leaders in power generation (28.6
% of total electricity generated in 2009-10) in the country. Mr. Shrivastav,
believes that the company has always put employees first, “In the Public Sector,
NTPC’s policies have become a best-practice to be followed. Right from
recruitment to training, retention and up gradation of employees, we make sure
employee welfare is first - it is paramount for the organisation. It has become
a model that is followed.”
The PMS (Performance Management System) of NTPC is like a benchmark that has
been followed across the board. It begins with transparency brought in to the
appraisal system from an erstwhile CR (Confidential Report) to a two-way method
where the appraisee and appraiser discuss the process to ensure both are on the
same page. Following this is a review and rationalisation process which ensures
that the ratings are rationalised across the appraisers, to do away with any
unnecessary advantages (or disadvantages) arising out of uneven ratings from
more than one appraiser. The results of the appraisal - KPI’s, competencies,
values, et al. are communicated in writing to the employees and is finally
linked to the annual performance related pay (PRP). Finally, an appeal procedure
is also put in place, to cater to those dissatisfied with the results of the
appraisal.
On the topic of dealing with a large workforce comprising of what has been
traditionally known as the blue and the white collared workers, Mr. Shrivastav
says there is no such distinction in NTPC. “It is all about teamwork. Of course
the worker will be supervised by a senior level person but there is no such
marked difference. Our industry does not have distinction as you find in the
manufacturing or the auto industry, for example.”
The organisation builds well laid out residential townships for its employees
whether it be located in a rural or urban area, in an effort to provide the best
of amenities for the employees. From a secured periphery, facilities for
education for the children, recreational facilities, electricity and water
supply, maintenance, et al., the organisation ensures that employees are
provided what they require to live a comfortable life with their families. At
the same time, career advancement opportunities to aspire for, learning
opportunities like MTech in IIT’s, MBA’s etc. including a mandatory 7-day
training for employees are in place, all a part of the HR efforts towards
employee satisfaction and development.
This is an organisation where even today, people join and remain with the
organisation till retirement. Benefits like unlimited medical benefits for the
employee and spouse post-retirement, educational loans at marginal interest for
the children, etc. also go a long way to ensure the sense of security and
belongingness. The culture of the organisation too, is entwined around the very
Indian spirit of celebration. Every event, small or big, is celebrated by the
employees in full jest.
Honing leaders and creating a succession pool starts from the middle management
level in NTPC. Employees in the managerial level across the organisation, having
spent almost a decade, have to undergo an assessment centre. This is repeated as
the employee crosses higher managerial grades. The assessment centre ratings are
compared at different stages, and people get selected for further leadership
roles on specific verticals. Each of the senior positions which are responsible
to head a vertical or function, have a pool of between 5 to 10 candidates lined
up - a very robust policy indeed. Also in place is a Leadership Development
group which works exclusively on leadership development in the organisation and
keeping a tab on leadership development.
The organisation also functions with the belief that the HR function, though
proper recruitment, training and development planning, employee competency
building etc. which ultimately affect retention, goes hand-in-hand with
furthering the business goals and helps the company as a whole to enhance
business effectiveness and deliver results. “Robust practices with proper
execution is what delivers credibility to HR and helps it to be regarded as a
business partner to the chief executive”, opines Mr. Shrivastav. HR also comes
into picture in being able to pick up the signals, making the necessary changes
and in understanding the general health of the workforce, through analysis of
results of the surveys that the organisation conducts through registered
agencies like KPMG, etc. Attrition figures of 0.53 which have not crossed the 3
percent mark even at its peak in NTPC, is ample proof.
As the market changes, so does the workforce. Today’s new generation of the
workforce has its own set of expectations which are higher than what used to be,
traditionally. The HR in NTPC sees this more as a need to change and adapt with
the times than a challenge. Be it an entitlement to a car, mobile phone or
travel by flight, HR helps facilitate the aspirations of the new entrants.
Changing and keeping pace with the aspirations of the workforce is what HR is
all about. Deliverables change and so do the expectations. But keeping up the
motivation of the employees and integrating people is the key, something that
NTPC seems to be managing very well. Changes happen, but the fundamentals still
remain the same, something that has indeed gone a long way to enable the power
major become a great place to work in, and for the workforce to feel proud of
belonging to NTPC. Kudos to the team who have really made it happen!
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