CHAPTER -1

Introduction

 

Introduction to the Topic

 

Recruitment refers to the process of attracting, screening, selecting, and on boarding a

qualified person for a job. At the strategic level it may involve the development of

an employer brand which includes an 'employee offering. The stages of the recruitment

 process include: job analysis and developing a person specification; the sourcing of

candidates by networing, advertising, or other search methods; matching candidates to

 job requirements and screening individuals using testing !sills or personality

assessment"; assessment of candidates' motivations and their fit with organi#ational

requirements by interviewing and other assessment techniques. The recruitment process

also includes the maing and finalising of job offers and the induction and onboarding of

new employees. $epending on the si#e and culture of the organi#ation recruitment may

 be undertaen in%house by managers, human resource generalists and & or recruitment

specialists. Alternatively parts of all of the process might be undertaen by either public

sector employment agencies, or commercial recruitment agencies, or specialist search

consultancies.

RECRUITMENT PROCESS

Job ana!"i"

n situations such as where one or more new jobs are to be created and recruited to for the

first time, a job analysis and&or in some cases a tas analysis might be undertaen to

document the actual or intended requirements of the job. (rom these the relevant

information is captured in such documents as job descriptions and job specifications.

)ften a company will already have job descriptions that represent a historical collection

of tass performed. *here already drawn up, these documents need to be reviewed or

updated to reflect present day requirements. +rior to initiating the recruitment stages

 

a  person specification should be finalised to provide the recruiters commissioned with the

requirements and objectives of the project.

Sourcin#

ourcing is the use of one or more strategies to attract or identify candidates to fill job

vacancies. t may involve internal and&or e-ternal advertising, using appropriate media,

such as local or national newspapers, specialist recruitment media, professional

 publications, window advertisements, job centres, or in a variety of ways via the internet.

Alternatively, employers may use recruitment consultancies to find otherwise scarce

candidates who may be content in their current positions and are not actively looing to

move companies may be proactively identified. This initial research for so%called passive

candidates, also called name generation, results in a contact information of potential

candidates who can then be contacted discreetly to be screened and approached.

Screenin# and "eection

uitability for a  job  is typically assessed by looing for relevant sills,

nowledge, aptitude, qualifications and educational or job related e-perience. These can

 be determined via: screeningrsums !also nown as /0s"; job applications; interviews.

1ore proactive identification methods include performance

assessments, psychological, aptitude, numeracy and literacy testing. 1any recruiters and

agencies use applicant tracing systems to perform the filtering process, along with

software tools for psychometric testing and performance based assessment. +erformance

 based assessment is a process to find out if job applicants perform the responsibilities for

which they are applying. n many countries, employers are legally mandated to ensure

their screening and selection processes meet equal opportunity and ethical standards.

n addition to the above selection assessment criteria, employers are liely to recognise

the value of candidates who also have the so%called 'soft sills', such as interpersonal or

team leadership and have the ability to reinforce the company brand through their

 behaviour in front of customers and suppliers. 1ultinational organisations and those that

 

recruit from a range of nationalities are also concerned candidates will fit into the

 prevailing company 'culture'

$atera hirin#

23ateral hiring2 refers to a form of recruiting; the term is used with two different, almost

opposite meanings. n one meaning, the hiring organi#ation targets employees of another,

similar organi#ation, possibly luring them with a better salary and the promise of better

career opportunities. An e-ample is the recruiting of a partner of a law firm by another

law firm. The new lateral hire then has specific applicable e-pertise and can mae a

running start in the new job. n some professional branches such lateral hiring was

traditionally frowned upon, but the practice has become increasingly more common. An

employee's contract may have a non%compete clause preventing such lateral hiring.

n another meaning, a lateral hire is a newly hired employee who has no prior specific

applicable e-pertise for the new job, and for whom this job move is a radical change of

career. An e-ample is the recruiting of a university professor  to become chairman of

the board of a company.

Onboardin# 

2)nboarding2 is a term which describes the process of helping new employees become

 productive members of an organi#ation. A well%planned introduction helps new

employees become fully operational quicly and is often integrated with a new company

and environment. )nboarding is included in the recruitment process for retention

 purposes. 1any companies have onboarding campaigns in hopes to retain top talent that

is new to the company; campaigns may last anywhere from 4 wee to 5 months.

 

Recruitment Approache"

There are a variety of recruitment approaches and most organi#ations will utilise a

combination of two or more of these as part of a recruitment e-ercise or to deliver their

overall recruitment strategy. n summary five basic models more commonly found are:%

• An in%house personnel or human resources function may in some case still

conduct all stages of the recruitment process. n the smallest organi#ations

recruitment may be left to individual managers. 1ore frequently whilst managing the

overall recruitment e-ercise and the decision%maing at the final stages of the

selection process e-ternal service providers may undertae the more specialised

aspects of the recruitment process.

• )utsourcing of recruitment to an e-ternal provider may be the solution for some

small businesses and at the other e-treme very large organisations

• 6mployment agencies are established as both publicly funded services and as

commercial private sector operations. ervices may support permanent, temporary, or

casual worer recruitment. They may be generic agencies that deal with providing

unsilled worers through to highly silled managerial or technical staff or so%called

niche agencies that speciali#e in a particular industrial sector or professional group.

• 6-ecutive search firms for e-ecutive and professional positions. These firms

operate across a range of models such as contingency or retained approaches and also

hybrid models where advertising is also used to ensure a flow of candidates alongside

relying on networing as their main source of candidates.

• nternet recruitment services including recruitment websites and job search

engines used to gather as many candidates as possible by advertising a position over a

wide geographic area. n addition social networ sourced recruitment has emerged as

a major method of sourcing candidates.

 

In-hou"e recruitment

1any employers undertae at least some if not most of their own in%house recruitment,

using their human resources department, front%line hiring managers and recruitment

 personnel who handle targeted functions and populations. n addition to coordinating

with the agencies mentioned above, in%house recruiters may advertise job vacancies on

their own websites and other job boards, coordinate internal employee referrals, target

and headhunt e-ternal candidates !much lie an e-ternal agency or search firm", wor

with e-ternal associations, trade groups and&or focus on campus graduate recruitment.

ome large employers choose to outsource all or some of their recruitment process

!recruitment process outsourcing" however a much more common approach is for

employers to introduce referral schemes where employees are encouraged to source new

staff from within their own networ.

Interna recruiter"

An interna recruiter !alternatively in-hou"e recruiter or corporate recruiter" is

member of a company or organi#ation and typically wors in the human resources !78"

department. nternal recruiters may be multi%functional, serving in an 78 generalist role

or in a specific role focusing all their time on recruiting. Activities vary from firm to firm

 but may include, screening /0s or rsums, conducting aptitude or   psychological 

testing, interviewing, undertaing reference and  bacground checs, hiring;

administering contracts,   advising candidates on benefits, onboardingnew recruits and

conducting e-it interviews with employees leaving the organisation. They can be

 permanent employees or hired as contractors for this purpose. /ontract recruiters tend to

move around between multiple companies, woring at each one for a short stint as

needed for specific hiring purposes. The responsibility is to filter candidates as per the

requirements of each client.

Empo!ee re%erra 

An employee referral program is a system where e-isting employees recommend

 prospective candidates for the job offered, and if the suggested candidate is hired, the

employee who referred receives a cash bonus.

 

n some cases the organi#ation provides the employee referral bonus only if the referred

employee stays with the organi#ation for stipulated time duration !most cases 9 5

months". 8eferral bonus depends on the grade of the referred employee, higher the grade

higher the bonus however the method is not used for senior level hiring.

Out"ourcin#

An e-ternal recruitment provider may suit small organisations without the facilities to

recruit. n typically the largest organisations a formal contract for services has been

negotiated with a specialist recruitment consultancy. These are nown in the industry

as 8ecruitment +rocess )utsourcing.  8ecruitment process outsourcing may involve

strategic consulting for talent acquisition, sourcing for select departments or sills, or

total outsourcing of the recruiting function.

On-Campu" Recruitin#

/ollege recruiting may not be living up to its potential:

• /ompanies may not be reali#ing full value from their recruitment programs.

• (ewer than half of corporate recruiters receive trainning in the proper techniques

for interviewing job applicants.

8ecruiters tend to form a positive or negative impression about an

applicant's qualifications in the first few minutes of an interview, hardly sufficient time to

collect information on which to base a recruiting decision. 8ecruiters also tend to spend

more time taling with applicants they cosider to be qualified and less time with

applicants they dismiss on the basis of a superficial judgement. )ften, recruiters do not

follow the corporate script about:

4. The topics to be covered in an interview

. ometimes they fail to discuss important issues with applicants.

All these points refect a lac of interviewing sills.

 

Empo!ment a#encie"

6mployment agencies operate in both the public and private sectors. +ublicly funded

services have a long history, often having been introduced to mitigate the impact on

unemployment of economic downturns, such as those which form part of the <ew 

$eal program in the =, and the >ob /entre +lus service in the =?.

The commercial recruitment industry is based on the goal of providing a candidate to a

client for a price. At one end of the spectrum there are agencies that are paid only if they

deliver a candidate that successfully stays with the client beyond the agreed probationary

 period. )n the other end of the spectrum there are agencies that are paid a retainer to

focus on a client's needs and achieve milestones in the search for the right candidate, and

then again are paid a percentage of the candidate's salary when a candidate is placed and

stays with the organi#ation beyond the probationary period.

The agency recruitment industry is highly competitive, therefore agencies have sought

out ways to differentiate themselves and add value by focusing on some area of the

recruitment life cycle. Though most agencies provide a broader range of service offering,

at the two e-tremes are the traditional providers and the niche operators.

Traditiona a#enc!

Also nown as employment agencies, recruitment agencies have historically had a

 physical location. A candidate visits a local branch for a short interview and an

assessment before being taen onto the agency@s boos. 8ecruitment consultants then

wor to match their pool of candidates to their clients' open positions. uitable candidates

are short%listed and put forward for an interview with potential employers on a contract or

direct basis.

Niche recruiter"

'peciali#ed recruiters' e-ist to see staff with a very narrow specialty. ecause of their

focus, these firms can very often produce superior results due to their ability to channel

all of their resources into networing for a very specific sill set. This speciali#ation in

staffing allows them to offer more jobs for their specific demographic which in turn

 

attracts more speciali#ed candidates from that specific demographic over time building

large proprietary databases. These niche firms tend to be more focused on building

ongoing relationships with their candidates as is very common the same candidates are

 placed many times throughout their careers. )nline resources have developed to help find

niche recruiters. <iche firms also develop nowledge on specific employment trends

within their industry of focus !e.g. the energy industry" and are able to identify

demographic shifts such as aging and its impact on the industry.BCD

(inancial arrangements operated by agencies tae several forms, the most popular are:

• A contingency fee paid by the company when an agency introduced candidate

accepts a job with the client company. Typical fees range from 4EF to EF based on

the candidates first%year base salary !fees as low as 4.EF can be found online". This

type of recruitment usually has a rebate guarantee should the candidate fail to

 perform or leave within a set period of time !often up to a 9%month period and as

much as a 4GGF rebate".

• An advance payment that serves as a retainer , also paid by the company, non%

refundable paid in full depending on outcome and success !e.g. HGF up front, 9GF in

IG days and the remainder once a search is completed". This form of compensation is

generally reserved for high level e-ecutive search&headhunters

• 7ourly charge for temporary worers and projects. A pre%negotiated hourly fee, in

which the agency is paid and pays the applicant as a consultant for services as a third

 party. 1any contracts allow a consultant to transition to a full%time status upon

completion of a certain number of hours with or without a conversion fee.

E&ecuti'e "earch %irm" ()Headhunter")*

 For more details on this topic, see executive search .

An e-ecutive search firm or 2headhunter2 are industry terms for a third%party recruiters

who sees out candidates often when normal recruitment efforts have failed. 7eadhunters

are generally considered more aggressive than in%house recruiters or may have pre%

e-isting industry e-perience and contacts. They may use advanced sales techniques. They

 

may also purchase e-pensive lists of names and job titles but more often will generate

their own lists. They may arrange a meeting or a formal interview between their client

and the candidate and will usually prepare the candidate for the interview, help negotiate

the salary and conduct closure to the search. They are frequently members in good

standing of industry trade groups and associations. 7eadhunters will often attend trade

shows and other meetings nationally or even internationally that may be attended by

 potential candidates and hiring managers.

7eadhunters are typically small operations that mae high margins on candidate

 placements !sometimes more than 9GF of the candidate@s annual compensation". $ue to

their higher costs, headhunters are usually employed to fill senior management and

e-ecutive level roles. 7eadhunters are also used to recruit very speciali#ed individuals;

for e-ample, in some fields, such as emerging scientific research areas, there may only be

a handful of top%level professionals who are active in the field. n this case, since there

are so few qualified candidates, it maes more sense to directly recruit them one%by%one,

rather than advertise internationally for candidates. *hile in%house recruiters tend to

attract candidates for specific jobs, headhunters will attract both candidates and actively

see them out as well. To do so, they may networ, cultivate relationships with various

companies, maintain large databases, purchase company directories or candidate lists

and cold call prospective recruits.

7eadhunters are increasingly using social media  to find and research candidates. This

approach is often called social recruiting.

E&ecuti'e re"earch + re"ourcin# %irm"

These firms are the new hybrid operators in the recruitment world able to combine the

research aspects !discovering passive candidates" of recruiting and combine them with

the ability to mae hires for their clients. These firms provide competitive passive

candidate intelligence to support companies' recruiting efforts. <ormally they will

generate varying degrees of candidate information from those people currently engaged

in the position a company is looing to fill. These firms usually charge a daily rate or

fi-ed fee. 6-ecutive research can help companies uncover names that cannot be found

 

through traditional recruitment methods and will allow internal recruitment and

resourcing managers more time to deal with face to face interviews.

Internet recruitment "er'ice"

Recruitment ,eb"ite"

uch sites have two main features: job boards and a resume&curriculum vitae !/0"

database. >ob boards allow member companies to post job vacancies. Alternatively,

candidates can upload a rsum to be included in searches by member companies. (ees

are charged for job postings and access to search resumes. ince the late 4IIGs, the

recruitment website has evolved to encompass end%to%end recruitment. *ebsites capture

candidate details and then pool them in client accessed candidate management interfaces

!also online". ?ey players in this sector provide e%recruitment software and services to

organi#ations of all si#es and within numerous industry sectors, who want to e%enable

entirely or partly their recruitment process in order to improve business performance.

The online software provided by those who speciali#e in online recruitment helps

organi#ations attract, test, recruit, employ and retain quality staff with a minimal amount

of administration. )nline recruitment websites can be very helpful to find candidates that

are very actively looing for wor and post their resumes online, but they will not attract

the 2passive2 candidates who might respond favorably to an opportunity that is presented

to them through other means. Also, some candidates who are actively looing to change

 jobs are hesitant to put their resumes on the job boards, for fear that their companies, co%

worers, customers or others might see their resumes.

Job "earch en#ine"

The emergence of meta%search engines allows job%seeers to search across multiple

websites. ome of these new search engines inde- and list the advertisements of

traditional job boards. These sites tend to aim for providing a 2one%stop shop2 for job%

seeers. 7owever, there are many other job search engines which inde- solely from

employers' websites, choosing to bypass traditional job boards entirely. These vertical 

 

search engines allow job%seeers to find new positions that may not be advertised on

traditional job boards, and online recruitment websites.

Recruitment A#enc! irectorie"

*ith the emergence of the nternet, also came the functionality to provide recruitment

agencies with a low%cost alternative to advertising. =nlie a standard directory, these

niche directories have helped those searching for employment representation, a way to

narrow down their requirements based on their own job%searching requirements.

8ecruitment agencies are then able to showcase their services directly to those looing.

TA$ENT AC.UISITION

Talent acquisition is the targeted recruitment&acquisition of high performing teams for

e-ample; in sales management or  financial traders into a company from a competitor or

similar type of organisation. )rganisations requiring e-ternal recruitment or head%hunting

firms are now employing 2talent acquisition2 specialists whose job it is to identify,

approach and recruit top performing teams from competitors. This role is a highly

specialised role ain to that of a traditional recruiter&headhunter specialist but carrying

greater visibility and strategic importance to a business. n many cases the talent

acquisition person is lined directly to a company's e-ecutive management, given the

 potential positive impact a company can benefit from by getting high performing sales

 people into the business, whilst removing the same performing sales people from

competitors.

 

  O/JECTI0E O THE STU2

4. To gain an insight into recruitment policy of <T+/ 3td.

. To understand the effectiveness of recruitment policy by analy#ing employee

turnover ratio.

9. To find out deficiencies in the recruitment policy and give suggestions for

improvement.

 

$ITERATURE RE0IE3

The scope of my project on J8ecruitment and election +rocess in <T+/K is

to provide a framewor which will assist manager to ensure that the

company attracts, selects and retains the most suitable candidates by using

the most appropriate efficient, fair, open and effective methods. )ur study

commited to achieving equal opportunities is clearly defined throughout the

recruitment and selection procedure.

 

  Chapter -4

Compan!

Pro%ie

 

O0ER0IE3

ndia@s largest power company, <T+/ was set up in 4ICE to accelerate power

development in ndia. <T+/ 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, <T+/ has already ventured into consultancy,

 power trading, ash utili#ation and coal mining. <T+/ raned 99Cth in the LG4, (orbes

Mlobal GGG@ raning of the *orld@s biggest companies. <T+/ became a 1aharatna

company in 1ay, G4G, one of the only four companies to be awarded this status.

The total installed capacity of the company is H4,4NH 1* !including >0s" with 45 coal

 based and C gas based stations, located across the country. n addition under >0s, C

stations are coal based O another station uses naptha&3<M as fuel and renewable

energy projects. The company has set a target to have an installed power generating

capacity of 4, N,GGG 1* by the year G9. The capacity will have a diversified fuel mi-

comprising E5F coal, 45F Mas, 44F <uclear and 4CF 8enewable 6nergy ources!86"

including hydro. y G9, non fossil fuel based generation capacity shall mae up nearly

NF of <T+/@s portfolio.

 <T+/ has been operating its plants at high efficiency levels. Although the company has

4C.CEF of the total national capacity, it contributes C.HGF of total power generation due

to its focus on high efficiency.

 

n )ctober GGH, <T+/ launched its nitial +ublic )ffering !+)" consisting of E.EF as

fresh issue and E.EF as offer for sale by Movernment of ndia. <T+/ thus became a

listed company in <ovember GGH with the Movernment holding NI.EF of the equity

share capital. n (ebruary G4G, the hareholding of Movernment of ndia was reduced

from NI.EF to NH.EF through (urther +ublic )ffer. The rest is held by nstitutional

nvestors and the +ublic.

 

I0ERSIIE 5RO3TH

As per new corporate plan, <T+/ envisages to have an installed capacity of 4N M* by

the year G9 with a well diversified fuel mi- comprising E5F coal, 45F gas, 44F

nuclear energy, IF renewable energy and NF hydro power based capacity.

As such, by the year G9, NF of <T+/@s installed generating capacity will be based on

carbon free energy sources. (urther, the coal based capacity will increasingly be based on

high%efficient%low%emission technologies such as uper%critical and =ltra%uper%critical.

Along with this growth, <T+/ will utili#e a strategic mi- of options to ensure fuel

security for its fleet of power stations.

3ooing at the opportunities coming its way, due to changes in the business environment,

 <T+/ made changes in its strategy and diversified in the business adjacencies along the

energy value chain. n its pursuit of diversification <T+/ has developed strategic

alliances and joint ventures with leading national and international companies. <T+/ has

also made long strides in developing its Ash =tili#ation business.

H!dro Po,er6 n order to give impetus to hydro power growth in the country and

to have a balanced portfolio of power generation, <T+/ entered hydro power

 business with the NGG 1* ?oldam hydro project in 7imachal +radesh. Two

more projects have also been taen up in =ttarahand. A wholly owned

subsidiary, <T+/ 7ydro 3td., is setting up hydro projects of capacities up to EG

1*.

Rene,abe Ener#!6  n order to broad base its fuel mi- <T+/ has plan of

capacity addition of about 4,GGG 1* through renewable resources by G4C.

 

Nucear Po,er6 A >oint 0enture /ompany 2Anushati 0idhyut <igam 3td.2 has

 been formed !with E4F stae of <+/3 and HIF stae of <T+/" for

development of nuclear power projects in the country.

Coa Minin#6 n a major bacward integration move to create fuel security,

 <T+/ has ventured into coal mining business with an aim to meet about GF of

its coal requirement from its captive mines by G4C. The Movernment of ndia has

so far allotted C coal blocs to <T+/, including blocs to be developed through

 joint venture route.

Po,er Tradin#6  '<T+/ 0idyut 0yapar <igam 3td.' !<00<", a wholly owned

subsidiary was created for trading power leading to optimal utili#ation of <T+/@s

assets. t is the second largest power trading company in the country. n order to

facilitate power trading in the country, L<ational +ower 6-change 3td.@, a >0 of

 <T+/, <7+/, +(/ and T/ has been formed for operating a +ower 6-change.

A"h /u"ine""6 <T+/ has focused on the utili#ation 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 bric manufacturers.

 <00< is engaged in the business of (ly Ash e-port and sale to domestic

customers. >oint ventures with cement companies are being planned to set up

cement grinding units in the vicinity of <T+/ stations.

Po,er i"tribution6 L<T+/ 6lectric upply /ompany 3td.@ !<6/3", a wholly

owned subsidiary of <T+/, was set up for distribution of power. <6/3 is

actively engaged in L8ajiv Mandhi Mramin 0idyutiaran Pojana@programme for

rural electrification.

E7uipment Manu%acturin#6 6normous growth in power sector necessitates

augmentation of power equipment manufacturing capacity. <T+/ has formed >0s

with 763 and harat (orge 3td. for power plant equipment manufacturing.

 <T+/ has also acquired stae in Transformers and 6lectricals ?erala 3td.

!T63?" for manufacturing and repair of transformers.

 

Po,er 5eneration

+resently, <T+/ generates power from coal and gas. *ith an installed capacity of H4,4NH

1*, <T+/ is the largest power generating major in the country. t has also diversified

into hydro power, coal mining, power equipment manufacturing, oil and gas e-ploration,

 power trading and distribution. *ith an increasing presence in the power value chain,

 <T+/ is well on its way to becoming an Jintegrated +ower 1ajorK

 

 <T+/ has formulated a long term /orporate +lan to become a 4, N,GGG 1* company

upto G9. n line with the /orporate +lan, the capacity addition under implementation

 presently:

PROJECT STATE M3

Coa

4. /on#ai#aon Assam CEG

. /arh-I ihar 4ING

 

9. /arh-II ihar 49G

H. $ara-I /hhattisgarh 45GG

E. 8ud#i-I ?arnataa HGG

5. 0indh!acha-0 1adhya +radesh EGG

C. 5adar,ara-I 1adhya +radesh 45GG

N. Mouda-II 1aharashtra 49G

I. Soapur 1aharashtra 49G

4G. Rihand-III =ttar +radesh EGG

44. Nabina#ar9 /R/C$ ihar 4GGG

4. Mu:a%%arpur E&p;9 8/UN$ ihar 9IG

49. Nabina#ar9 NP5CP$ ihar 4ING

4H. 0aur-II9 NTEC$ Tamil <adu EGG

4E. Me<a9 MUNP$ =ttar +radesh 49G

Tota 1=9>=?

H!dro

4. 8odam HEPP ( > & 4??* 7imachal +radesh NGG

. Tapo'an 0i"hnu#ad HEPP (> & 1@?* =ttarahand EG

9. Sin#raui C3 i"char#e(Sma H!dro* =ttar +radesh N

H. $ata Tapo'an =ttarahand 4C4

Tota 19>

Soar

4. Rama#undam Pha"e-I Andhra +radesh 4G

. Tacher 8aniha )disha 4G

9. Unchahar =ttar +radesh 4G

Tota @?

5rand Tota !/oal Q 7ydro Q olar" 4?9??

MEIA RE$ATIONS

MOST RECENT

 

14 Ju!9 4?1@

ndia nc's 1ost +owerful /6)s....

1? Ju!9 4?1@

(oundation tone 3aid for E 1* olar +0 +lant at 0illage% >hajru near <T+/

%(aridabad....

? Ju!9 4?1@

/ustomer 1eet in angladesh....

?1 Ju!9 4?1@

/() of the year award to <T+/ $irector ! (inance"...

4= June9 4?1@

 <T+/ ties up loan with ?f*....

4> June9 4?1@

 <T+/ /ontributes 8s. 9 crore for 8elief *or at =ttarahand...

4> June9 4?1@

 <T+/ awarded % 2A Mreat +lace to wor2

4> June9 4?1@

 <00< bags Top Award as +ower Trading /ompany....

41 June9 4?1@

T%tar Award G49 to <T+/ for 6-cellence in 781....

1B June9 4?1@

There is no substitute for hard wor says $r Arup 8oy /houdhury addressing 1A

students at 1T6/7....

1> June9 4?1@

 <T+/@s +roject 1eet G49 held in ?oldam....

 

RECO5NITIONS AN A3ARS

COMPAN2 RAN8IN5S

4. 8aned 9HNth in Mlobal raning among LMlobal GGG@ list of companies compiled by

(orbes in G44.

2. (orbes' Mlobal GGG list of top listed firms

3. +latts Top EG Mlobal 6nergy /ompany 8anings G4G

The award was received on behalf of <T+/ by hri <. ?. harma, 6$!/+" and

hri A. ?. Mupta, M1!$" on nd <ovember, G4G in ingapore.

 <T+/ 3td earned a raning of E on overall global performance. <T+/ 3imited

raned <o. 4 in ndependent +ower +roducer O 6nergy Traders in Asia. 4Gth in

overall performance in Asia. nd ndependent +ower +roducers and 6nergy

Traders globally. The company ranings are derived using a special +latts formula

adding each company's numerical raning for asset worth, revenues, profits, and

8)/ and assigned a ran of 4 to the company with the lowest total, to the

company with the second%lowest total, and so on.

 

4.  <T+/ the 1ost 8espected /ompany in +ower ector 

5. ndia@s iggest <ews 1aers urvey

6. usiness tandard's 24GGG2 companies

EN0IRONMENTA$ A3ARS

 

1. 6arth care Award % G4 to <T+/ for /limate /hange nitiatives

2. Molden +eacoc 6nvironmental 1anagement Award

3.  / ustainability Award

4. 9rd Mreen Mlobe (oundation Awards

 

5. The unday ndian pecial 1ega 6-cellence Jndia@s est 6nvironment 

$riven /ompany Award GGI

PERORMANCE A3ARS

1. 3ife Time Achievement Award to M1 <T+/ %/en+66+

2. /)+6 6-cellence Award to <T+/

3.  <T+/ (inance $irector bags MA% Top 8aners 6-cellence Award

4. Top 3iner 1aharatna Award to <T+/

5. /)+6 6-cellence Award to hri Arup 8oy /houdhury, /1$, <T+/

CSR A3ARS

1. Mreentech /8 Award G4 to <T+/

2.  <T+/ wins Molden +eacoc Award for /orporate ocial 8esponsibility

3.  <T+/ Awarded for /orporate ocial 8esponsibility O 8esponsiveness for

G4G%44

4.  <T+/ Awarded for /orporate ocial 8esponsibility

 

5. nd ndia +ower Awards GGI

6. / T/ ustainability Award

CORPORATE 5O0ERNANCE A3ARS

1.  Mood /orporate /iti#en Award to <T+/

2.  Molden +eacoc Mlobal Award for 6-cellence in /orporate Movernance GGI

3. 9. / <ational Award for 6-cellence in /orporate Movernance GGI

.UA$IT2 A3ARS

1. nternational Mold tar Award for Ruality GGI

 

Chapter-@

Re"earch

Methodoo#!

 

  Re"earch Methodo o#!

8esearch is a logical and systematic search for new and useful information on a particular

topic. t is an investigation of Snding solutions to scientiSc and social problems through

objective and systematic analysis. t@s a search for nowledge, that is, a discovery of

hidden truths. 7ere nowledge means information about matters. The information might

 be collected from different sources lie e-perience, human beings, boos, journals,

nature, etc. A research can lead to new contributions to the e-isting nowledge. )nly

through research is it possible to mae progress in a Seld. 8esearch is done with the help

of study, e-periment, observation, analysis, comparison and reasoning. 8esearch is in fact

ubiquitous. 8esearch methodology is a systematic way to solve a problem. t is a

science of studying how research is to be carried out. 6ssentially, the procedures by

which researchers go about their wor of describing, e-plaining and predicting

 phenomena are called research methodology. t is also deSned as the study of methods by

which nowledge is gained. ts aim is to give the wor plan of research.

 

Purpo"e o% "tud!in# Re"earch Methodoo#!

The purpose of research is to discover answers to questions through the application of

scientific procedures. The main aim of research is to find out the truth which is hidden

and which has not been discovered as yet. Though each research study has its own

specific purpose, we may thin of research objectives as falling into a number of

following broad groupings:

4. To gain familiarity with a phenomenon or to achieve new insights into it !studies with

this object in view are termed as e-ploratory or formulative research studies";

 

. To portray accurately the characteristics of a particular individual, situation or a group

!studies with this object in view are nown as descriptive research studies";

9. To determine the frequency with which something occurs or with which it is associated

with something else !studies with this object in view are nown as diagnostic research

studies";

H. To test a hypothesis of a causal relationship between variables !such studies are nown

as hypothesis%testing research studies".

RESEARCH O/JECTI0E6

Any tas without sound objectives id lie trees without roots. imilarly in case of any

research study undertaen, initially the objectives of the same are determined and

accordingly the further steps are taen on. A 8esearch study may have many objectives

 but all these objectives are revolve around one major objective which is the focus of the

study. n this study, the focus is on the emergence of the rural marets as the most

happening maret on which every mareter has an eye. And so this study will be based

on studying the emergence of rural marets in various conte-t.

RESEARCH METHOO$O52

@;@ METHOO$O52 O STU2

8esearch methodology is considered as the nerve of the project. *ithout a proper well%

organi#ed research plan, it is impossible to complete the project and reach to any

conclusion. Therefore, research methodology is the way to systematically solve the

research problem. 8esearch methodology not only tals of the methods but also logic

 behind the methods used in the conte-t of a research study and it e-plains why a

 particular method has been used in the preference of the other methods

@; @;1 Re"earch de"i#n6

 

Re"earch de"i#n is considered as a 2blueprint2 for research, dealing with at least four

 problems: which questions to study, which data are relevant, what data to collect, and

how to analy#e the results. The best design depends on the research question as well as

the orientation of the researcher. 8esearch design is important primarily because of the

increased comple-ity in the maret as well as mareting approaches available to the

researchers. n fact, it is the ey to the evolution of successful mareting strategies and

 programmers. t is an important tool to study buyer@s behavior, consumption pattern,

 brand loyalty, and focus maret changes. A research design specifies the methods and

 procedures for conducting a particular study. According to ?erlinger, J8esearch $esign

is a plan, conceptual structure, and strategy of investigation conceived as to obtain

answers to research questions and to control variance.

Types and Methods of Research

8esearch is a process of collecting, analy#ing and interpreting information to answer

questions. ut to qualify as research, the process must have certain characteristics: it

must, as far as possible, be controlled, rigorous, systematic, valid and verifiable,

empirical and critical. 6very 8esearch needs lots of dedication from the researcher@s part%

the amount of dedication mainly depends on the subject matter of the research. efore

undertaing any research in any subject areas one must be sure about the intended

 purpose of the research%this purpose determines what type of research one is going to

undertae. Any scientific research may fall into the following three broadly categories:

e"cripti'e '"; Ana!tica: $escriptive research includes surveys and fact%finding

enquire of different inds. The major purpose of descriptive research is description of the

state of affairs as it e-ists at present. n social science and business research we quite

often use the term 6- post facto research for descriptive research studies. The main

characteristics of this method are that the researcher has no control over the variables; he

can only report what has happened or what is happening. 1ost e- post facto research

 projects are used for descriptive studies in which the researcher sees to measure such

items as, for e-ample, frequency of shopping, preferences of people, or similar data

 

Appied '"; undamenta: 8esearch can either be applied !or action" research or

fundamental !to basic or pure" research. Applied research aims at finding a solution for

an immediate problem facing a society or an industrial&business organi#ation, whereas

fundamental research is mainly concerned with generali#ations and with the formulation

of a theory.K Mathering nowledge for nowledge@s sae is termed Lpure@ or Lbasic@

research. J8esearch concerning some natural phenomenon or relating to pure

mathematics are e-amples of fundamental research.

.uantitati'e '"; .uaitati'e6 Ruantitative research is based on the measurement of

quantity or amount. t is applicable to phenomena that can be e-pressed in terms of

quantity. Rualitative research, on the other hand, is concerned with qualitative

 phenomenon, i.e., phenomena relating to or involving quality or ind. (or instance, when

we are interested in investigating the reasons for human behavior !i.e., why people thin

or do certain things", we quite often tal of L1otivation 8esearch@, an important type of

qualitative research. This type of research aims at discovering the underlying motives and

desires, using in depth interviews for the purpose.

Conceptua '"; Empirica6  /onceptual research is that related to some abstract ideas or

theory. t is generally used by philosophers and thiners to develop new concepts or to

reinterpret e-isting ones. )n the other hand, empirical research relies on e-perience or

observation alone, often without due regard for system and theory. t is data%based

research, coming up with conclusions which are capable of being verified by observation

or e-periment. *e can also call it as e-perimental type of research. n such a research it

is necessary to get at facts firsthand, at their source, and actively to go about doing certain

things to stimulate the production of desired information. n such a research, the

researcher must first provide himself with a woring hypothesis or guess as to the

 probable results

 @;@;4 ata coection and Techni7ue"

ata Coection

 

$ata collection is a term used to describe a process of preparing and collecting data, for

e-ample, as part of a process improvement or similar project. The purpose of data

collection is to obtain information to eep on record, to mae decisions about important

issues, or to pass information on to others. $ata are primarily collected to provide

information regarding a specific topic. $ata collection usually taes place early on in an

improvement project, and is often formali#ed through a data collection plan which often

contains the following activity.

4. +re collection activity agree on goals, target data, definitions, methods

. /ollection data collection

9. +resent (indings usually involves some form of sorting analysis and&or

 presentation.

Techni7ue" o% ata Coection-

Primar! data is the data that you collect yourself using direct observation,

surveys, interviews etc. t is the data that has been collected from first%hand%

e-perience. +rimary data has not been published yet and is more reliable,

authentic and objective. +rimary data has not been changed or altered by human

 beings; therefore, its validity is greater than secondary data.

Secondar! data  is data collected by someone other than the user. /ommon

sources of secondary data for social science include censuses, surveys,

organi#ational records and data collected through qualitative methodologies or

qualitative research. t is collected from e-ternal sources such as T0, radio,

internet, maga#ines, newspapers, articles, reviews etc.

@;@;@ Sampe de"i#n

The data used here by me is collected by primary and secondary sources. +rimary data: it

will be collected with the help of a self administered questionnaire. This questionnaire

aims to gather information related to various randed products. econdary data: it will be

 

collected with the help of boos, research papers, maga#ines, news papers, journals,

nternet, etc.

.ue"tionnaire de"i#n6

As the questionnaire is self administrated one, the survey is ept simple and user friendly.

*ords =sed in questionnaire are readily understandable to all respondent. Also technical

 jargons are avoided to ensure that there is no confusion for respondents.

n addition to that, analysts of social and economic change consider secondary data

essential, since it is impossible to conduct a new survey that can adequately capture past

change and&or developments.

In thi" pro<ect -

SOURCE O ATA6

PRIMAR2 SOURCE6

7 < $ A 3 / ) < $ = T 8 6 3 H

+ersonal interviews

6mployees

SECONAR2 ATA6

Annual reports of <T+/

nternet

 <ewspapers

 

$IMITATIONS O THE STU26

4% <T+/ only out sources from institutions lie T and now a days it is not doing

campus placement

% There are abide by the rules of the government in recruiting through certain

quotas of /, T, )/ and M6<68A3

Chapter->

 

ata

Coection +

Ana!"i"

Manpo,er Pannin# and /ud#etin#

n all $ivisions and +rojects of the /ompany, before the end of August every year,

each $epartment will review the adequacy or otherwise of the available manpower

with reference to the tass and targets and determine the additional requirements of

manpower in qualitative and quantitative terms for the immediately following

financial year.

ased on the requirements of additional manpower of the individual departments, the

detailed manpower plan for the financial year will be prepared jointly by the +lanning

and +ersonnel $epartments for the $ivision as a whole giving specific details of each

new posts other than casual posts and justification therefore and this manpower plan

 

containing details of e-penditure involved will form a part of the overall 1anpower

udget of the $ivision.

Annual manpower plans including the additional manpower requirements along with

all relevant details and estimated cost involved for all the $ivisions& +rojects will be

consolidated into an integrated /ompany 1anpower +lan which will form a part of

the annual budget to be submitted for approval of the oard of $irectors.

Recruitment Poic! and Procedure"

◊ Preambe

 <T+/ subscribes to the belief that efficiency, effectiveness and success of the

organi#ation depends largely on the sills, abilities and commitment of the employees

who constitute the most important asset of the organi#ation.<T+/ is therefore

resolved to provide a framewor of policies which will enable the )rgani#ation to

attract the right talent for the jobs and mae it available at the right time and in right

number with the ultimate objective of ensuring optimum and effective utili#ation of

the human resources in a climate of satisfaction, development and growth. n

 pursuance of the above objectives and consistent with the /ompany's social and

 

national obligations, <T+/ hereby maes the following policy statement to be called

 <T+/ 86/8=T16<T +)3/P A<$ +8)/6$=86 to govern, regulate and

generally facilitate recruitment of personnel in the +rojects, )ffices and

6stablishments of the /ompany.

RECRUITMENT AN SE$ECTION

• Preiminar!

The policy statement and the rules and procedures made hereunder will be

applicable to recruitment and selection of employee of all classes and categories

irrespective of whether they are against regular, temporary, casual, or trainee posts,

unless specifically stated otherwise.

• Manpo,er Pannin# and /ud#etin#

 

ased on the requirements of additional manpower of the individual departments,

the detailed manpower plan for the financial year will be prepared jointly by the

+lanning and +ersonnel $epartments for the $ivision as a whole giving specific

details of each new posts other than casual posts and justification therefore and this

manpower plan containing details of e-penditure involved will form a part of the

overall 1anpower udget of the $ivision.

• Creation o% Po"t"

(or the purpose of according sanction to the creation of regular, trainee and

temporary posts in different categories within the approved budget provisions and

approving appointments to such posts, the following will be the competent authorities

to be referred to hereinafter as the Appointing Authority

• Job Tite9 <ob Speci%ication"9 Roe Outine and Pa! "cae"

>ob specifications indicating the eligibility requirements in terms of minimum

educational and&or professional qualifications, length, nature of quality of e-perience,

upper age limit etc. and a general outline of the role and responsibilities will be laid

down in respect of each job title along with the pay scale or consolidated

daily&monthly wage rate in which the posts in the category will be operated.

Non-E&ecuti'e"

=nsilled Mroup * G levels

illed Mroup O equivalent ecretarial

and /lerical taff *9 O *H levels

Super'i"or

upervisory O equivalent /ategories O *C levels

E&ecuti'e"

6-ecutive 64 & 6 level

 

nfusion of new blood to the e-ecutive and supervisory cadres will be through the

6-ecutive Trainee and $iploma Trainee chemes under which training based on

specific requirements of the /ompany will be imparted to the fresh professional

graduates and diploma holders to be recruited on a regular annual basis.

• A#encie" %or Recruitment

All recruitment to the e-ecutive cadres inclusive of e-ecutive trainees for all

$ivisions and +rojects of the company will be centrali#ed in the /orporate /enter and

dealt with by the /orporate 78 $ivision.

=ntil such time as the /ompany's +rojects do not have their separate training

facilities, all recruitments of $iploma training scheme will be done by the /orporate

78 $ivision

n respect of all other non%e-ecutive personnel, recruitments will be done by the 78

$epartment of the $ivision&+roject concerned.

• Source" and Mode" o% Recruitment

(or recruitment of professional personnel in /ompany's e-ecutive cadre including

e-ecutive trainees, selection, will be made on all ndia basis and for this purpose, the

 posts to be filled will be duly notified through press advertisements and /ompany

 <otice oards and&or through circulars issued to Movernment $epartments and +ublic

ector =ndertaing where suitable candidates of the required e-pertise are e-pected

to be available.

n respect of recruitment to non%e-ecutive posts carrying a ma-imum basic pay of 8s.

4EG&% per month and below all vacancies will be notified to the 6mployment

6-changes in terms of 6mployment 6-changes !/ompulsory <otification of

0acancies" Act. 4IEI.

+rovided that notifications for recruitment to reserved vacancies will also be issued to

Association concerned. /opies of notification may also be sent simultaneously to the

/entral 6mployment 6-change and other employment e-changes in the neighboring

district within the state and Movernment and emi% government organi#ations and&or

 

the positions may be advertised in the local press subject, however, to the condition

that all things being equal, preference will be given to suitable candidates sponsored

 by the concerned 6mployment 6-change.

n respect of recruitment to non%e-ecutive posts carrying a basic pay of above 8s.

EGG&% per month, recruitment will be made from the region comprising the tate in

which the $ivision&+roject&6stablishment concerned is located and the neighboring

tates and for this purpose notification for filling the vacancies will be issued in the

newspapers and also to the employment e-changes of the region through the /entral

6mployment 6-change in addition to the <otice oard in the /ompany's premises.

+rovided that recruitment may be made to such posts from outside the region where

the appointing authority is satisfied that suitable candidates in adequate number may

not be available within the region. +rovided that to facilitate recruitment to the

reserved vacancies, copies of such notifications will also be issued to the various

agencies and associations as stated above.

n addition to the above induction of e-ecutive and specialist non%e-ecutive personnel

may be made as deemed necessary and appropriate by the authority competent to

create the posts from one or more of the following sources:

!a" deputation from /entral&tate Movernments& 6lectricity oards and +ublic ector

)rgani#ations where suitable personnel on terms offered by the /ompany may not be

available at the right time from other sources where the time and cost involved in

 processing recruitments through open advertisements may not be justified in view of

the number or nature of posts to be filled.

!b" /ampus interview and recruitment to the posts in the grade of 8s.4GGG% 4EGG

and 6-ecutive Trainees from reputed engineering&management institutions to be

specified.

!c" /andidates located through personal contacts and talent survey, only in respect of

 posts requiring specialist nowledge and e-pertise and&or e-ceptional qualification

and merit subject to approval by the Appointing Authority.

• To %i Job Openin#" b! Seection %rom ,ithin

 

The internal candidates who fulfill all eligibility requirements may be considered

along with other candidates.

ubject to fulfillment of minimum eligibility requirements and other prescribed

criteria, directly recruited regular employees including deputationists will be

considered eligible for selection to a post in open competition with e-ternal

candidates

Applications of all internal candidates will be forwarded to the 78 $epartment by the

7ead of the $epartment who should give in his forwarding statement:

!a" /omments on the suitability of the candidates for the post applied for.

!b" Assessment of the performance of the candidate.

!c" 8emars whether or not candidate can be released in case he is selected without

detriment to the job currently being handled by him.

• Pre%erence %or Candidate" /eon#in# to Schedued Ca"te" Schedued

Tribe"Other bacD,ard Ca""e"E&-Ser'icemen9 i"paced Per"on" etc;

Towards the fulfillment of the /ompany's social and national obligations it will

always be <T+/'s 6ndeavour to provide gainful employment on a preferential basis

to the members of the economically bacward classes, e-% servicemen, persons

uprooted from the project areas and other unfortunate sections of the society and for

this purpose the directives of the Movernment concerning reservation of vacancies

and special concession to be allowed to such candidates will be most strictly and

conscientiously adhered to.

• Appication ormaitie"

=nless specifically e-empted by the appointing authority, all applications for job

 positions in the /ompany will be accompanied by a $emand $raft of the value of

8s.EG&% for e-ecutive posts, 8s.EG&% for the posts of e-ecutive trainees and 8s. 4G&%

for non%e-ecutive posts other than those covered by the 6mployment 6-changes

 

!compulsory <otification of 0acancies" Act, 4IEI.+rovided that candidates belonging

to cheduled /astes and cheduled Tribes and 6-% servicemen will be e-empted from

the payment of application fees.

• or,ardin# o% Appication" o% Candidate" %rom 5o'ernment and Pubic

UndertaDin#"

n respect of candidates from Movernment and public sector organi#ations who apply

through proper channel, 78 department will obtain copies of the annual appraisal

reports or their abstracts in <T+/'s reference chec forms which will be placed

 before the election oard during or after interview but before the finali#ation of the

 panel of selected candidates.

• Re7ui"ition o% Manpo,er

The respective departments will forward their manpower requirements in prescribed

requisition forms to the 78 $epartment through the respective Appointing Authority

competent to sanction creation of posts indicating therein the last dates by which

 placement of personnel is desired for different posts eeping in view the normal lead

time for recruitment.

• Proce""in# o% Appication"

All applications received against a specific notification& advertisement will be

subjected to a preliminary scrutiny by the 78 $epartment

• Inter'ie," and Roe o% Seection /oard

The candidates included in the short%list of rated applications referred to T76 above

will be called upon to undergo a prescribed selection process which may consist of:

• an interview before the election oard, or 

• a test and&or group discussion followed by an interview of all candidates before

the election oard, or 

 

• An elimination test and&or group discussion followed by an interview before the

election oard of only those who qualify in the test and&or group discussion.

• Operation o% Pane o% Seected Candidate"

The /entral election oard, based on the merit and performance of the candidate

during the interview, awards mars to them by consensus. ased on fulfilling the

criteria for length of service advertised for each level and also on the mars awarded

 by the /, the candidates are placed on the panel at appropriate level, eparate

 panels are drawn for Meneral, /&T and )/ categories. The minimum qualifying

mars required for placement in panel for different categories of candidates are :

Meneral /ategory EEF

)/ /ategory EGF

/&T /ategories HEF

• O%%er" o% Appointment

=pon approval by the competent authority, offers of appointments are sent by

8egistered +ost giving 9G days time for joining. 7owever, e-tension in joining upto

four months based on the merit of the case, after approval of the competent

authorities, is also allowed.

• Medica itne""

 <obody will be appointed to any post in the /ompany whether regular, temporary,

trainee or casual unless he is declared physically fit as per the medical fitness

standards prescribed for the post after a medical e-amination by the /ompany's

authori#ed medical officer&officers at the time of appointment in the /ompany's

service.

• Joinin# ormaitie"

n case of recruitment to e-ecutive and supervisory posts, prescribed application

 blans will include a column for the candidates to give names of two references to

 

whom, in the event of selection of the candidate, reference will be made in the

 prescribed form for eliciting their views and opinions on the suitability of the

candidate for employment in the /ompany.

TRAININ5

Training shall include a training programme, seminar, convention, worshop,

symposium or any other structured learning or developmental programme, based on

organi#ational needs and&or Training <eed Analysis.

O/JECTI0ES6

 

• 1ae learning one of the fundamental values of the /ompany

• 6nsure value addition through training to the overall business process

• nstitutionali#e learning opportunities that supplement wor e-perience

• ntegrate organi#ational and individual developmental needs

• 6nable employees to eep abreast with the latest nowledge and sills and enable

them to undertae current and future responsibilities in a more effective manner.

• +rovide linages between the different functionaries of training activity

• +rovide linages of training activity with overall 7uman 8esource function.

T2PES O TRAININ56

In-hou"e Trainin# Pro#ramme6  A training programme designed, developed and

conducted within the /ompany, e-clusively for the regular employees of the

/ompany, with or without the assistance of e-ternal agency !ies".

 

 

E&terna Trainin# Pro#ramme6  A training programme designed, developed and

conducted within ndia, by an outside agency, not e-clusively for the employees

of the /ompany, and to which one or more employees of the /ompany may be

nominated.

 

Panned Inter'ention6  A grade&level&category%wise in%house training

 programme, normally based on a template course design, and conducted to

improve competency base of employees as felt necessary by the organi#ation. The

3ist of current +lanned nterventions is given in Anne-ure .

Need-ba"ed Pro#ramme6  A training programme, designed, developed and

conducted on the basis of the developmental needs felt and identified for the

employees concerned in the Training <eeds (orm.

Speci%ied Inter'ention6 An e-ternal training programme or an in%house training

 programme other than a +lanned ntervention or a <eed%based +rogramme,

conducted to improve certain specified competencies, as felt necessary by the

organi#ation.

 

PROMOTION AN TRANSER6

6ligibility period is that minimum period in the e-isting grade on completion of which an

employee is considered for promotion to the ne-t higher grade on the standard date of

 promotion, subject to provision of promotion channel and availability of vacancies and

other conditions.

Meneral +rinciples:

4" +romotion of e-ecutives to positions in ne-t higher grades will be on the basis of

merit, efficiency, grade service and suitability. n view of the fact that such merit,

efficiency and suitability can be meaningfully determined on the basis of assessment of

 performance and potential over a reasonable period.

" *herever limited applicability of seniority is provided in this policy, such

seniority will be determined with reference to one or more of the following factors:

• 3ength of service in a grade from the date of joining inclusive of seniority

weight age if any or from the date of promotion in <T+/.

• 1erit position in the selection panel where date of joining is the same or the

merit position in /orporate +romotion /ommittee minutes where date of

 promotion is the same.

9" /ases of eligible personnel in the e-ecutive cadre may be taen up for

consideration for promotion at any time depending upon the availability of vacancies and

e-igencies of wor.

H" t would be essential to clear a departmental e-amination of standard equivalent

to bachelor in engineering for any e-ecutive who possesses only diploma in engineering

qualification, to be promoted beyond the grade of $eputy 1anager. This condition will

 be rela- able by /1$.

 

TRANSER 

O/JECTI0ES6

i. To cater to the changing needs of the organi#ation

ii. To ensure optimum utili#ation of manpower O their sills

iii. To accomplish specific tas&objectives with the available resources

iv. Towards developmental needs of the employees

v. To meet the individual employee needs matching it with organi#ational

requirements

vi.

The transfer of employees from one location to another becomes necessary to meet the

organi#ational needs as well as employee developmental and personal needs. The various

considerations could, broadly, be classified as under:%

To meet organi#ational requirements, as envisaged in the manpower plan. To

optimi#e appropriate placement. To meet e-igencies of company@s wor. To meet

the needs at a particular location requiring speciali#ed nowledge&e-perience.

Administrative grounds and&or effective deployment of manpower.

Towards career development of employees through job%rotation.

To tae care of pressing personal problems of employees, to the e-tent feasible

and subject to )rgani#ation requirements.

The %oo,in# procedure ,i be ob"er'ed ,hie decidin# tran"%er";

 

The transfer of 7ead of +roject&tation will be affected in consultation with all the

concerned (unctional $irectors.

Transfers of $M1s&AM1s !where $M1&AM1 is not 7ead of the +roject&unit"

will be affected in consultation with the /oncerned 6$&(unctional $irector.

Transfer of 7ead of $epartment within the +roject&tation shall not be done by

the 7ead of the +roject&8egional 6$, unless approved by $!78" !upto 6C level"

and /1$ !6CA O above"

nter functional&department shifting of personnel at 65 and above within a

+roject&tation shall be done with approval of $ !78".

 <o structural change in the approved manpower module should be carried out by

the +roject 7eads&6$s e-cepting with the approval of $ !78".

n situation involving administrative e-igencies where consultations as above

!clause H.G !iO ii"" with /oncerned (unctional $irector&6$ is not possible, the

/ompetent Authority may order such transfer after recording reasons for not

consulting the (unctional $irector&6$.

The project&controlling officer will release all employees in respect of whom orders of

transfer are issued promptly. 7owever, in case it is not done the e-ecutive will

automatically stand released on completion of months from the date of issue of the

transfer order. The concerned e-ecutive will draw wages only from the new place of

 posting after e-piry of two months from the date of issue of transfer order.

PERORMANCE APPRAISA$6

 

+erformance appraisal is a process for bringing out the best in employees and developing

than for facing new challenges through close relationship and understanding between

them, the employee and his supervisor. t also helps in understanding the employee@s

aspiration, identifying his developments, needs and fulfilling them through job

rotation&re%assessment and other measures.

The performance Appraisal ystem in <T+/ has been evolved after wide ranging

discussions and participation of all concerned at various stages. *ith a view to meeting

the individual and organi#ational needs. The system is an outcome of these deliberations

on the objectives, forms and the process of the appraisal

Ob<ecti'e"

+erformance appraisal system has following objectives:

1; E%%ecti'e 3orD "!"tem

To set Targets and +erformance norms, monitor wor progress and plan for improved

 performance

4; Trainin# and e'eopment

To understand the gaps in nowledge, sills and attitudes that e-ists and see how these

can be filled by planned guidance and training.

@; Pacement

To consider an employee@s suitability of different types of assignments and matching the

abilities and e-pertise of the e-isting personnel with the job requirements.

>; Promotion

To provide the basis for determination of merit, efficiency and suitability for purposes of

 promotion.

E'auation

n performance appraisal system following is being evaluated:

 

6valuations of wor performance on the present job i.e. the e-tent to which

 performance norms and targets have been met quantitatively and qualitatively.

The evaluation of behavioral attributes attitudes and e-ecutive abilities.

The e-tent of development achieved by the employee during the period under

review.

6valuation for potential for assuming higher responsibilities.

Alternatives roles&functions into which the e-ecutives can move.

)verall assessment of the employee.

Assessment of training needs.

Co'era#e

+erformance appraisal for e-ecutive:

The appraisal will cover performance during the financial year. The format and

 process of appraisal will be the same for all functions and similar for all levels of

e-ecutives.

The appraisals form is to be filled by all e-ecutives who have served for period

of at least 9 months in the organi#ation during the financial year.

Per%ormance apprai"a %or non-e&ecuti'e6

There will be different formats for assessment as per the following board categories:

upervisory

ecretarial O )ffice +ersonnel

*ormen

*ormen: =nsilled +ersonnel

 

INUCTION

nduction program plays an essential role to orient the employee as soon as he joins the

company. t helps to orient the employee to the company and its tass, to understand

his&her role with other roles in the company. To help him understand the e-pectations of

other employees from him anted to give him a feel of good organi#ation and feel a part of

it. t focuses on understanding of organi#ations, its vision and mission, the place of his

role in the organi#ation@s mission etc. <T+/ has its own culture, norms, and value

system. t is one way in such culture and traditions are established and maintained

through sociali#ation of new employees in to the culture of the company.

Orientation Pro#ramme

After completing all the formalities of the recruitment formalities, the trainees report at

the +ower 1anagement nstitute and on joining they will be given a detailed briefing

about the training plan. Training ?its, ties&scarves will also be distributed.

Induction Pro#ramme

The training programme will commence with a formal inauguration by the 7onorable

1inister of +ower followed by one wee of nduction and )rientation module at

/orporate/enter to acquaint the trainees about the corporation@s aims, objectives, plans

and functions of various departments.

)n completion of nduction and )rientation programme, trainees will be divided in small

groups based on the total joined to undergo further training at various +roject Training

nstitutes lie ingrauli, ?orba, 8amagundam, (arraa, 0indhyachal and +1 which are

fully equipped with necessary infrastructure for training.

 

Induction Manua

 nduction manual is handed over to all new recruits for better adjustments to new

environment. t contains information of all departments to new environment,

groups of <T+/. A brief history, financial highlights members of oard of

$irectors.

 

 

S3OT Ana!"i"

*)T analysis is a "trate#ic pannin#  method used to evaluate the trengths,

*eanesses, )pportunities, and Threats involved in a pro<ect or in a bu"ine"" venture. t

involves specifying the objective of the business venture or project and identifying the

internal and e-ternal factors that are favorable and unfavorable to achieve that objective.

The technique is credited to Abert Humphre!, who led a convention at tanford

=niversity in the 4I5Gs and 4ICGs using data from ortune ?? companies.

A *)T analysis must first start with defining a desired end state or objective. A *)T

analysis may be incorporated into the strategic planning model. trategic +lanning has

 been the subject of much research.

4% trengths: characteristics of the business or team that give it an advantage over

others in the industry.

% *eanesses: are characteristics that place the firm at a disadvantage relative to

others.

9% )pportunities: e-ternal chances to mae greater sales or profits in the

environment.

H% Threats: e-ternal elements in the environment that could cause trouble for the

 business.

Stren#th"6

 

4% +ioneer in the industry, largest maret share and capitali#ation, spread across the

country.

% $ominant maret share

9% /onsistent Mrowth

H% )perational 6fficiency

E% /ommercially attractive sources of power 

5% ystem based managerial practices

3eaDne""e"6

  4. $epleting input materials sources

. +rices are determined by ndia's 6lectricity Act

9. Movt intervention can often cause disruptions in operations

Opportunitie"6

4. 7uge demand and supply gap

. 3arge opportunity in energy consultancy service

9. <ew sources of power generations

Threat"6

4. 8ising cost of production

. 7uge competition from growing private sector firms

9. <ew and cleaner sources of power