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Page 1: Case Ndpl [Hrm] Group 10

NORTH DELHI POWER LIMITED:

DYNAMICS OF CHANGE

Group No. 10Kumar Gauraw (15)

Ajay gupta (37)

Rajumoni saikia (48)

Tarakeswar das (49)

Page 2: Case Ndpl [Hrm] Group 10

Context• Privatization of Delhi Vidyut Board (DVB)- NDPL (100%) = TATA POWER (51%)+ Delhi Government (49%)• Result: Significant Milestone AT&C losses reduced from 53% to 41.3% in just 27

months.

• Inputs: Best Strategic ER Policies (TBEM) Effective Communication. Positive Leadership Constructive Workplace Relationships Meaningful Consultation & Others.

Page 3: Case Ndpl [Hrm] Group 10

Issues & Challenge:

Issues: Disharmony among Employees in DVB Scheme & NDPL Scheme Difference in Pay Structure Pension & Retirement Benefits to only Employee under DVB

Scheme. Challenge:

To maintain harmony Among Different Employees & Management

Management(NDPL)

Employees (NDPL-Scheme)

Harmony Employees (DVM-Scheme)

Page 4: Case Ndpl [Hrm] Group 10

ER Strategies: NDPL Recognition of INTUC Affiliated Union. Enhancing Channels of communication: -Joint interaction forum (JIF) (At lowest level on monthly & quarterly

basis). Focus on Union –Management Relation – Priority for

CEO Counseling rather than policing and suspicion. Top Management focus on problems of rank and file. Resolving Employee Concerns (3 important- long pending issues)

-Monetary assistance to widows of employees -Employees uniforms -Time bound promotions Competencies development : Systematic Assessment of

Need-based training,

Page 5: Case Ndpl [Hrm] Group 10

ER Strategies: NDPLInnovative Welfare measuresProactive Grievance redressal mechanism - Employee HelplineTrust Building. Role clarity through key result areas

(KRAs) –Simplified PAStarted Human Resource Information

System (HRIS).Launch of “Navodaya” – Quarterly

Magazine

Page 6: Case Ndpl [Hrm] Group 10

Still to achieve- HR Agenda

Encourage Effective Communication.A shift from collective bargaining to individual

contracts.Harmonisation of terms and conditions for all

employeesJob Security [Post Rightsizing] - Persistent Fear in

Employee’s mind to lose job.Building Trust & Loyalty among Employees.Employee’s Acceptance – New ER Practices

(TBEM) Administration Efficiency.Counseling 50% (Fence -Sitter & Unchanged) to

imbibe NDPL Ethos.

Page 7: Case Ndpl [Hrm] Group 10

Factors Contributing to Turnaround of NDPLHuman Resource Information System

(HRIS)setup.Change Management – Transplantation of ER Practices.Organizational Restructuring and Re-Designation.Strategic Rightsizing.Entry of Change Agents.Enhanced Quality Focus (ISO Certified).Customer focused Orientation – Adoption of 5S ConceptInformation Dissemination- (MIS Setup –Information made available

for Decision Making)

Page 8: Case Ndpl [Hrm] Group 10

Factors Contributing to Turnaround of NDPL [contd] Improvements in Working System (Operations &

Maintenance) Better Co-ordination (Computerization & Mobile

Facility). Recognition of DVB worker’s union (with INTUC) -

Building trust. Employee Welfare and Performance Incentives. Reduced Issues & Conflicts (Joint Interaction Forum (JIF) Setup & Employee Help Line) Performance linked Incentives. (Simplified PA system & development of KRAs).

Entrepreneurship and Knowledge Management Cell

Page 9: Case Ndpl [Hrm] Group 10

Way Ahead Realization of Vision of NDPL (To be a “Most preferred & Admired Energy Company”)

De-Unionization using HRM Soft strategyIntroduction of MBWA (Management by Walking

Around) to monitor Informal Communication. Introduction of Employee Feedback Program - For Employee Empowerment in Policy Formulation & Ensure

360 Degrees Feedback.

Employee Attitude Survey - To measure Employees Likes & Dislikes related to various aspects

of their Jobs.

Re Launch of VRS Scheme(For 50% Fence-Sitters & Non-Changers)

Page 10: Case Ndpl [Hrm] Group 10

Way Ahead Realization of Vision of NDPL (To be “Most preferred & Admired Energy Company”)

Provide Appeals Procedure Mechanism For Employee Empowerment (To voice reactions to management Practices & challenge management Decision).

Implementation of Performance Linked Pay to Workforce and Executives.

Facilitate effective Communication & Need based training to remove fear of job loss.

Trust building – Employee, Union & Management. Full-fledged Adoption of Tata Work Culture (TBEM). Breaking the Mental blockage of neglected and semi

trained , less skilled DBV Workforce by effective training.

To enhance Reliability of Power & introducing effective Anti Power Theft drive system.

Page 11: Case Ndpl [Hrm] Group 10

Case: Lessons in ER

Page 12: Case Ndpl [Hrm] Group 10

Case: Lessons in ER Issues related to ER must be resolved – When an

Organizational Transformation occurs. Recognition of the central role of collective

bargaining.- Turning disagreements into agreements.

ER leads to less Adversarial Industrial Relations. Mutual Trust & Respect-“Employee-Union-

Management” Employee Attitude Changes with regard to change in

Leadership. Effective Communication is key to Changing Mindset

& adoption of new work culture. Continuous exchange of information Application of Soft HR Pluralist Approach Cooperative IR

Page 13: Case Ndpl [Hrm] Group 10

Thank You!


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