human_resource_plaining_a_challenge.pdf
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Human resource planning - a challenge
Today officers at THDCL (Tehri Hydro) , now a mini navratna status public sector
organization unfold the not so easy Human resource planning that they have experienced since
the incorporation of the corporation. While unfolding the sequence of events became more vivid.
THDCl was incorporated in July 1988, as a joint venture Corporation of Govt. Of India and Govt. of
UP. The Tehri Dam Project was taken over from UP irrigation department (UPID). The workforce
engaged by UPID in the Project consisted of regular, work charged and muster roll employees.
Though the project execution strategy of UPID was to take up works by engaging contractors, there
was a predominant reliance on deploying departmental resources, e.g., heavy machinery and their
maintenances. To handle these tasks large numbers of workmen were engaged in mechanical
workshop and stores division. Just before the transfer of Tehri Dam Project to THDC, a large number
of workmen from Kalagarh Project of UPID were transferred to Tehri Dam Project. In all 1100 no. of
work charged / muster roll employees were absorbed in THDC from UPID. During the initial years the
amalgamation of the staff transferred from UPID to THDC was an uphill task. The employees of UPID
were not comfortable in getting absorbed in a PSU. In the formative years THDC was beset with a
very hostile environment wherein demonstrations, gherao, Dharna and strikes were order of the
day. This phrase of transition was tackled by THDC with lots of grit and determination through open
dialogues, discussions and subsequent agreements with the unions. By now, they have been fully
integrated into the THDC system.
The challenges envisaged were:
1. Maintaining Man –MW Ratio
2. Induction of UPID workforce in new the corporate entity(evolving HR
policies to facilitate regular absorption)
3. Assimilation of UPID workforce into one composite culture of THDC
4. To address effectively the issues of Job redundancies (evolving the job
deceptions to fit into the new role(s)
5. To maintain harmonious industrial relations
6. To fulfil aspirations of the people by creating opportunities for regular
job and other employment opportunities through contractors
7. The HRM policy and approach being accommodative during project
execution maintain efficiency and service delivery
8. Magnitude of responsibility in time schedule in which various
components of the projects have to be completed.
9. Effective co-ordination between various departments’ external agencies
such as District authority.
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In March, 1994 Govt. Of India accorded clearance for execution for Tehri
Hydro Electric Project (1000 MW), and for essential/committed works of
Khoteshwar HE Project (400 MW) and Tehri Pump Storage Plant (1000 MW).
Manpower considered to meet the immediate requirement was as shown in
table 1
Table 1
Manpower strength as on 31.07.1994
Manpower requirement assessed upto 31.12.1996
CMD /Directors 02 04
Executives 277 523
Non-Executives 1867 2036
Total 2146 2563
In the year 1996, Govt. Of India constituted the Hanumantha Rao
Committee to examine rehabilitation and environment aspects of the
Tehri Project. Among other things, the issue of employment to persons
belonging to Project Affected Families was considered by the
Hanumantha Rao Committee Report are reproduced below:
“It was noted by the Committee that when the project was being
implemented in the state sector, the Govt. Of UP had intended to
provide employment to one member of each affected family, though
very little was done in the direction by the State Project Authorities till
the project works remained with them. The project including
rehabilitation was transferred to THDC in 1989-90. It is recognized that
the THDC does not have large scale employment opportunities, as its
requirements are limited and mostly in the specialized categories. It is
indicated by THDC that even after the project gets commissioned, the
requirement of operational staff would be extremely limited. It has
further been noted by the committee that as per policy of the THDC,
preference in employment in available vacancies is given to the
dependents of the displaced families subject to their meeting the laid
down qualifications and experience requirements”.
Out of total 2170 persons, 1090 persons came from UPID/UPSEB. It
was also observed by the committee that during the past few years
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THDC is giving employment as far as possible from the Tehri District in
the Workmen & Supervisor category. The employment given during
THDC’S tenure is about 61% (table 2- 492 out of 801) from the Tehri
District, besides about 125 from other Districts of Garhwal Region. The
committee is of the view that the existing policy of giving preference in
employment to the project affected persons, particularly in the
category of workmen & supervisors may be continued. However, it has
been felt that there are limits to giving preference in employment to
the people from the other Districts of Garhwal Region, as the idea
behind preference is to compensate the people who have got displaced
or have been affected by the project. To mitigate the sentiments/
hardships of project affected people, efforts were made for
recruitment of employees in workmen and supervisory category
exclusively from the submergence area of Tehri Dam Project i.e. Doob
Kshetra. Demands for more employment to persons belonging to
project affected families were considered as far as possible in proper
perspective. Lot of demands were made through agitations for seeking
more and more employment. The scope for direct employment was
limited and to the extent required, employment was provided to
eligible persons from project affected families on preferential basis,
subject to meeting eligibility requirements.
Table 2: The area wise break-up of the employees in the THDC
(As submitted to Hanumantha Rao Committee in the year 1997)
Category of employees
Submergence Area
Other parts of Tehri districts
Other Garhwal districts
Other Areas
Total
Executive 24 15 34 209 282
Supervisor 63 76 29 85 253
Workmen including clerical staff, skilled and unskilled workers
312 300 247 631 1490
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Deputationists
13 23 10 45 91
Total 412 414 320 970 2116
Recent offers issued
--- --- --- 02 54
Total 464 414 320 972 2170
During the visit of Hanumantha Rao Committee at the project site, a demand
was raised by the project affected families that employment to one member
from each affected family be provided by the corporation as per the orders of
the Government of UP. The implication of the demand was extremely
unrealistic as the man power position would have gone high, without
requirement of the same. The Hanumantha Rao Committee examined various
aspects of the orders of Government of UP for providing employment pressed
by the Project Affected Families. The committee after having carefully
considered the demand concluded that orders of the Government of UP were
not applicable on the Tehri Project. The committee concluded “The THDC
Project was transferred from Government of UP to THDC as a Government of
India and Government of UP Corporation in 1989. The government of UP
orders do not impose categorically any obligation on the part of THDC to give
employment to atleast one member each of the dispossessed family.”
Table 3 : Manpower on the project as on 01.01.2007
Government of India considered the recommendations of Hanumantha
Rao Committee and inter-alia decided following
(a) The committee is of the view that the existing policy of giving
preference in the employment to the project affected persons,
particularly in the category of workmen & Supervisors may be
continued. The Govt. Of Up orders do not impose categorically any
Category Total
Executives 631
Supervisors 265
Workmen 1448
Total 2344
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obligation on the part of THDC to give employment to at least one
member each of the dispossessed family.
(b) Major contractors working at the project should be asked to
employee a certain percentage of local persons in the category of
unskilled workers, clerical staff & supervisors from the Tehri District
if available”.
Few officers were debating as to why organizations have to work under
such pressures. Others were thinking under the given circumstances
what they did was that the best. Yet a few , were boating of those
challenging situations and how they succeded and asked their team
mates do they have another such example in the country?
Questions
1. Was HRP a routine process for THDCL? Do you agree or disagree
why?
2. What was the biggest challenge and how was it addressed?
3. If such a situation was in a private sector, in your opinion how it
would have been addressed?
4. What are the salient features of HRP at THDCL. What are the lessons
drawn?
5. Merger and acquisition is the biggest challenge for HR, how?
Elucidate another live example for any sector and discuss how HRP
was handled at the time of merger and acquisition? How different
was it from that at THDCL
Source: A.S. Bisht, V.S. Rawal, S.K. Sharma, HRM, Water and Energy
International Special issue on Tehri Dam Project January- March 2007,
Vol 64.No.1 p.51-53 Updated information from S. K Sharma.
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