Volume - 9, Issue - 1, January - March 2017 ISSN 2277-2189

- Abhijit Sen

8pg

Factor the HumanApplication of Ergonomics

in Indian Industry

- Anoop Kumar 13

pgGreen HR Management

The Need of the Hour

- Vimal Durgapal 16

pgInnovation in

Perspective of HR

- Dr. Bibhu Prasad Rath 18

pgThe Odyssey from Best

Practices to Next Practices

5pg

Special FocusInterview with Shri. J.P.S. Chawla, ICAS

- Ms. Monica Chaturvedi Charna

My warm greetings to all readers of Power people!!

I feel honoured to be the President of Power HR Forum, who has been making

noteworthy efforts to take up HR issues and concern of its member organizations.

Forum provides every possible assistance to bridge gaps between organizations,

providing them required platform to share experiences, thoughts, processes, concern

etc. in order to take power utilities in the right direction. Forum’s ‘Power People’ is a

publishing platform, in which thoughts, or experiences of people belonging to 17

PSU’s are exchanged.

I am presenting you with the new issue of Power People Journal, which has special

focus on Human Resource as well as their environment. Some very far-reaching

articles are featured in the present issue ranging from ergonomics and its impact on

workforce, performance appraisal of the employees to adopting Green HRM

practices, where Human Resource Department can play an active part in going green

at office which can help organizations to cut down their carbon footprints without

losing their efficacy. It has also highlighted the need of ERP and Innovations in HR

Perspective.

As has been the practice over the past years, the Journal has a special column

highlighting the experience of woman leader encouraging feminization at workplace.

Besides these routine corners, there are some interesting cross words and word

search related to HR given in the end too.

Readers are requested to go through them, explore the thoughts and implement them

to bring positive results in their respective jobs.

With Best Wishes

Ravi. P SinghDirector (Personnel), POWERGRIDPresident - Power HR Forum

From the Desk ofPresident

The highest activity a human being can attain is learning for understanding, because to understand is to be free. 01

No responsibility is accepted for any in accuracy of information contained in the text, illustrations or advertisements. The opinions expressed in the articles are not necessarily of Power HR Forum.

Published by:

Power HR Forum SecretariatAt : Power Management Institute,

Plot 5-14, Sector 16A, NOIDA -201301Fax : 0120 2416860

e-mail : powerhrforum@gmail.com,Website : www.powerhrforum.org

POWER HR FORUM MEMBERS ORGANISATION

È

NEEPCO

POWER HR FORUMCHIEF PATRON

Pradeep Kumar PujariSecretary (Power),

Government of India

PATRONS

Andrew W. K. Langstieh

Chairman, DVC

D. V. Singh

CMD, THDCIL

MEMBERS OF GOVERNING BODY

PRESIDENTRavi P. Singh

Director (HR), POWERGRID

VICE PRESIDENTSSaptarshi Roy

Director (HR), NTPC

Nand Lal SharmaDirector (Personnel), SJVN

S. K. BiswasDirector (Personnel), THDCIL

HONORARY SECRETARYAvinash Kumar

General Manager (HR), NHPC

HONORARY TREASURERMeenakshi Davar

Executive Director (HR), POWERGRID

MEMBERSBalbir Singh

Director (HRD), BBMB

J. P. S. Chawala, ICASDirector (HR), Delhi TRANSCO

Prabhat KiranExecutive Director (HR & Finance), DVC

P. SreenivasanGeneral Manager (IREDA)

S. B. BargohainDirector (Personnel), NEEPCO

N. K. JainDirector (Personnel), NHPC

N. NagaichDirector (HR), NPCIL

Upendra LalGeneral Manager (HR), NSPCL

P. K. Bhargava Executive Director (HR), PFC

D. RaviExecutive Director (HR & Commercial)

PFC

Ashish KumarDirector (HR), PTCUL

Kalpana KaulExecutive Director, REC

P. C. DhyaniDirector (HR), UPCL

K. M. Singh

CMD, NHPC Ltd.

S. K. Sharma

CMD, BBMB

A. G. West Kharkongor

CMD, NEEPCO

Gurdeep Singh

CMD, NTPC

I. S. Jha

CMD, POWERGRID

R. N. Misra

CMD, SJVN

Dr. P. V. Ramesh

CMD, REC

Shri. K. S. Popli

CMD, IREDA

S.K. Sharma

NPCIL, CHAIRMAN

Hemant Sharma

Chairman, OPTCL

Rajeev Shamra

CMD PFC

Varsha Joshi

DTL, Chairperson

Dr. Umakant Panwar

PTCUL and UPCL, Chairman

K. K. Sharma

CMD, NSPCL

Contents

Special FocusInterview with Shri. J.P.S. Chawla, ICAS 01

08

Performance AppraisalSystem: Inherent Challenges 10

Green HR ManagementNeed of the Hour 13

Go-Slow 21

Innovation inHR Perspective 16

Human Resource at a Glance 34

Management Cartoon 37

Attracting Talent at Remote Locations-Workable Solutions 24

28

30

Book Review

Management Books

Special Interview

Factor the Human

10%

30%

40%

20%

Happy Retirement!Happy Retirement!Happy Retirement!

06

The odyssey fromBest Practices to Next Practices 18

Q1) India's first high-voltage, direct-current (HVDC) transmission line, connecting the northern states with the north-east has become operational. How encouraging is this endevour and what can we look forward to next?

There is always a transfer of power happening from one regional grid to the other, in order to meet the shortages and maintain a balance. It also depends upon the power purchase capacity of a particular region. This recent endevour will help everybody – those with surplus power and also those who have deficiency of power.

Q2) Kindly shed light on Delhi Transco's investment plans for strengthening the transmission infrastructure in and around Delhi.

Projects worth Rs 850 crore for setting up more substations and strengthening of transmission lines are in the pipeline. Besides, we have projects for strengthening power transmission network in Delhi, being carried out by Powergrid Corporation of India (PGCIL). These are worth Rs 1200 crore, and the investment will be for the next three years. 4 Nos. 400 kV sub-stations are also under execution under Inter State Transmission Systems (ISTS), which will also help strengthen the transmission infrastructure.

On the distribution front, we have Central Government's scheme called Integrated Power Development Scheme (IPDS), wherein, we get grants from the government and with this grant, distribution projects of these discoms i.e. below 66 KV, 33 KV, 11KV substations and metering systems will be strengthened in the area of three DISCOMs namely BRPL, BYPL and TPDDL.

Q3) Which are the new substations and transmission lines that Delhi Transco (DTL) is currently working on, where will these be located and by when will these be commissioned?

Power in Delhi comes through 400kV and 220kV sub stations and their construction and maintenance is DTL's job. There are 4 new 400 kV substations in the pipeline and these are being constructed by PGCIL. These will be located at Rajghat, Tughlakabad, Dwarka and Karampura namely.

We are working on expanding our transmission lines and upgrading our transformers. Recently, we have augmented our two no. 315 MVA power transformers with two no. 500 MVA transformers at our 400 kV Bamnauli sub-station.

Q4) Enumerate the key challenges facing the power transmission and distribution sector.

The main constraint is the AT&C losses, which need to be cut down

and this will happen only when we strengthen our discoms. Also, we need to make the discoms more transparent as far as their revenue is concerned. It needs to be regularly monitored. In addition, the rate of interest for capital projects should be brought down. Power Finance Corporation (PFC) generally gives term loans at the rate of 11.25%, which is quite high. Thus, for power related projects, the rate of lending should be much lower.

Having said this, there is no shortage of investment in the transmission sector, thanks to the government's target of achieving 24X7 power. But, the rate of interest is quite high and here we need the government's support. Plus, the transmission utilities need to be strengthened both at the wholesale (Powergrid& Delhi Transco level) as well as the retail (discoms level).

Q5) What are your views on the current status of the domestic transmission equipment industry? How do you see the dumping of equipment which is happening from countries like China?

We are getting high tech transmission equipment from China and other countries, especially the gas insulated switchgears (GIS). This occupies lesser space and gives better service, along with low maintenance required. In addition, XLPE cables are also being imported. Better equipment and technology ensures that transmission losses are reduced and in return, the cost to the consumer is also redued. But, initially, we will have to make high level of investment to procure improved transmission technology. There are certain companies in India also who are manufacturing GIS. Some are Chinese companies having manufacturing facilities in India.

Q6) How do you ensure that only high quality switchgears are coming from China since the quality issue has always been associated with China?

To ensure high quality, we conduct type tests, which every international manufacturer has to abide by. Plus, we take performance guarantee from these manufacturers so there is nothing to worry about with regards to the quality aspect.

Q7) Enumerate the achievements and challenges that lie ahead of Delhi Transco.

As per our annual accounts for 2014-15, we have earned operational profits. The only difficulty that we are currently facing is the non-clearance of dues by the discoms. This leads to liquidity problems. Otherwise, we are earning profits and the company is doing well.

If you want the present to be different from the past, study the past. 05

Special FocusInterview with Shri. J.P.S Chawla, ICAS

“There is no shortage of investment in the transmission sector”Excerpts of interview with Shri. J.P.S Chawla, ICAS, Director Finance & HR, DTLtaken by Ms. Monica Chaturvedi Charna, Deputy Editor, Next Gen. Publishing

Ms.Renu Narang, is currently the General Manager and is heading

the Finance Department of NTPC. The journey till this level has

been very stimulating for her. She has always been versatile and

has put in every possible effort to achieve excellence in academics,

personal as well as in professional front. She is an alumnus of IIM-

Lucknow, and had joined NTPC in 1988 as Accounts officer straight

out of Business school.

Being a Leader

According to her,the most important attribute of a leader is

challenging the status quo. A leader in that sense is more like an

innovator and perhaps like a child constantly asking “why” and

“why not” questions. A leader must have the skills and sensitivity

to engage with the people around in an appropriate manner, as

the task of the leader is to get his people from where they are to

where they have not been.When she initially joined NTPC, PC’S

were not as common as they are today. She encouraged her team

to embrace the change and to overcome the fear of technology,

which turned out to be her first experience in handling change and

mentoring the team for the same.

She feels proud to have shouldered in one of the most satisfying

achievement across NTPC i.e. adoption of ERP. Unlike others, as a

Finance team leader, convincing both the management and the

employees about the changes in the wake of ERP was never hard

for her. Her ability to voice her opinions has helped her to evaluate

her own, as well as NTPC’s thought process and decisions.

Generation stereotypes

Her opinion as to which generation suits NTPC in today’s speedy

world is surely optimistic. According to her, a judicious mix of

young energy and new world view with experience gained from

years of failing and winning is required to keep pace with the

changes in the environment. As an example, years of experience

dealing with the operations of a boiler/ turbine and so on cannot

be replaced overnight with someone still green behind the ears.

On the other hand, younger employees in their thirties and forties

would have a better longer term view of the company and have

more stake in ensuring long term sustainability of the company.

Employees have to be seen as an essential resource of the

organisation. The organisation needs to promote a culture where

the young can voice their ideas, opinions and dissents without the

fear of offending their seniors or any repercussions on the Annual

Reports. The company will retain its vigour only when all

generations work in partnership.

Juggling Work-Life-Balance

“Balancing work with personal responsibilities is a constant

challenge that I am sure all women face”- Ms. Narang, has always

managed to take care of her multiple roles and has allotted time to

different assignments accordingly.

She strongly believes- once we have the basic structureto cater to

multiple roles in place, then all we need is to be clear about

prioritising activities and events and anticipating and planning for

as many disruptions as possible. Balancing work and life,requires

ability to share one’s space, training and authorising people to

work independently. Having a thick skin, not letting people upset

you and learning to say no helps in navigating difficult situations

both at work, home and social groups.

Following these principles makes Ms. Narangdifferent from the

lot. Her assertive personal and professional priorities,has enabled

her to overcome existing barriers for women around.

Feminization at workplace

Shehas always put in efforts to be continuously aware as well as

make others aware of gender stereotypes creeping in

conversations and decisions in her organization.

06 Happiness is a virtue, not is reward.

Interview“In keeping with our practice of highlighting personal

experience of senior women executives in the power sector, Forum interacted with

Ms. Renu Narang, GM (Finance), NTPC”

Things which are accidentally the causes either of hope or fear are called good or evil omens. 07

Her strong belief in breaking the glass-ceiling barriers in industries

has motivated many. According to her, a structured system of

mentoring, training and supporting the women employees with

the potential and calibre along with the zeal of the women

employees themselves, to take up leadership roles in the senior

most positions in the companiesis essential. At the same time, as a

matter of principle, she is against reservations of all kinds, be it in

educational institutions or employment as it ultimately harms

meritocracy and promotes inequality.

She is of the opinion that corporates are a part of the society, and

have a responsibility in promoting gender equality. Gender

stereotypes need to be set aside at the time of recruitment so that

more women are appointed.

According to her, there shouldbe a well-defined gender diversity

policy in each organization, which must be spelt out loud and clear

starting at the CEO level itself. This would ensure that at all times

employees respect each other irrespective of gender and create

synergies to benefit their organisations.

Her message for all the readers is very simple- We must respect our colleagues irrespective of their gender and

should work as a team to build on each other’s strengths in order to achieve corporate’s objectives.

WORLD WORLD WORLD WATER DAYWATER DAYWATER DAY

Power HR Forum is grateful to Power HR Forum is grateful to Mr. Yogesh Chavan, Air India, Mumbai Mr. Yogesh Chavan, Air India, Mumbai

for his efforts. for his efforts.

We appreciated his thought processWe appreciated his thought processand creativity on such social issue.and creativity on such social issue.

Power HR Forum is grateful to Mr. Yogesh Chavan, Air India, Mumbai

for his efforts.

We appreciated his thought processand creativity on such social issue.

1. Introduction

The field of Ergonomics (the science of work) or Human Factors

Engineering is an interdisciplinary study of efficiency of people in

their working environment. Ergonomics came about as a

consequence of the design and operational problems presented

by the technological advances in the last century especially after

WWII. There are several areas where ergonomics plays a pivotal

role. It is primarily about “Fitting the job to the man” rather than

“Fitting the man to the job”. Therefore, the design of work

environment and systems is the primary objective of ergonomics.

Its application in industries can increase productivity, safety,

usability and protect the workers/employees from long term

occupational health effects.

2. Application of Ergonomics

Nothing is more seemingly permanent than man and thus any

workplace, work process, product/equipment design, systems

etc. must be designed keeping him in mind. India is in the midst of

a high level of economic growth. Unlike developed countries there

is a lack of awareness of ergonomics in Industrially Developing

Countries (IDC’s). Ergonomic interventions are simple, cost

effective and easily applicable. The areas where both macro and

micro ergonomics are applied :

• Workstation / workplace / layout / equipment design: With

the user/worker at the centre of the work process,

ergonomics considers a user ’s cognitive, physical,

physiological and safety requirements. The human behavioral

implications and motion stereotypes are also considered.

A workplace might be an aircraft cockpit (control display

design), a construction site, a library or an industrial shop

floor. Greater usability and contextual integration between

man and machine results in greater efficiency and safety. A

proper design prevents occupational health risks such as

WMSD’S (Work Related Musculoskeletal Disorders) and LBP

(Low Back Pain) and work stress. Postural considerations in

both static and dynamic motions need to be considered to

prevent injury and accidents. Don’t we all suffer from all such

ailments?

• Worker selection and training: Matching specific jobs to

people based not only on skills but also on physiological and

operational abilities is an important focus area. With the

advent of shift work, people have been divided into two

circadian types (the human biological clock) (a) the morning

type and (b) the evening type. A mismatch occurs when a

morning type worker is put into night shift. Research has

shown that this leads to low morale and efficiency, errors

leading to accidents and discontentment leading to long term

health problems. This is especially important in India with so

many people working in BPOs / KPOs in night shifts. A

psychometric and physiological approach to selection and

training is necessary.

• Human computer interaction: With more Indians using

computers for a prolonged period of time postural

considerations have become important. Potentially

damaging diseases such as CTS (carpal tunnel syndrome)

affecting the wrist, back pain, visual fatigue caused due to

near work, pinched nerve, problem of contrast and glare are

08 There is no hope unmingled with fear, and no fear unmingled with hope.

Abhijit Sen, Deputy Director (HR), Damodar Valley Corporationabhijitsen10@gmail.com

Factor the HumanApplication of Ergonomics in Indian Industry

Abhijit Sen

common experiences. Interventions seek to do away with

such risks with changes in sitting (seat height adjustability),

screen height, proper illumination and provision of lumbar

support. Ergonomic software design and better Graphical

User Interface (GUI) increases usability (visual preferences)

and optimization at the user end (Human computer

interface).

• Job design, work stress and safety: With prolonged

monotonous work, there is adaptation and habituation in

neurophysiological terms. This leads to a lack of motivation,

stress, boredom, errors and full potentialities are not

recognized. Interventions may include work rotation and

more participation in decision making. In terms of safety,

several studies have shown that simple changes can increase

safety without compromising with efficiency (rather

increasing it). In one such study a change in the lifting

technique of construction workers made the work safer by

28%. Worker participation in ‘representative groups’ have

been shown to increase production by 10-15 % (Coch and

French, 1948).

• Considerations for the specially challenged people:

Development and application of interface and accessibility

for the visually handicapped is a crucial area. Both permanent

and temporary disability can be handled by ergonomic design

paradigms.

• Ergonomically favorable Management Systems: One of the

foundations of scientific management principles is

Ergonomics (Taylor). With the application of time and motion

study (Frank and Lillian Gilbreth- task broken down into

elements) and the Hawthorne experiments, work processes

have changed forever like the introduction of mass assembly

and production line techniques. Ergonomics is indispensable

in Human resource management and organizational behavior

interventions. A systems integration approach ensures a

smooth running of an organization with respect to human

output and performance.

• The physical and virtual environments: Excessive heat or

cold may have a deleterious effect on the human body.

Introduction of safe work-rest cycles to protect against

extreme environment and issuance of protective clothing can

protect the worker. Both physical and mental tasks are

affected in untoward environments. Grouping and

differentiation of information such as auditory cues, warnings

etc. are critical.

Pride is pleasure arising from a man's thinking too highly of himself. 09

• Compatibility, human information processing and skills: A

calculated decision at the moment of an emergency depends

on a complex process involving the human body organ

systems. A skilled operator and machine controls that are

designed keeping human cognition in mind such as size

coding, color coding etc. can prevent a major accident.

As we have seen, ergonomics “Fits the Job to the Man”. Though

system designers are making more use of automation,

paradoxically ergonomics has become more critical for those

remaining. Physical ergonomic issues takes centre stage as the

workforce ages and more women are taking on jobs previously

done by men. A “Technology Push” involves ergonomically

designed machines and workplaces (cars, trains, mobile phones,

tools, workstations etc.) so that users are aligned to such

interfaces. These can only be ensured through prescribing

standards related to ergonomics for goods and services.

3. Conclusion

In a constantly changing and competitive world, a scientific

approach with respect to human factors is critical. Profits cannot

be at the cost of injuries to workers. Every mid size and large

organization in India must have an ergonomics programme.

Bharat Heavy Electricals Ltd. (BHEL), Tiruchirappalli, was the first

in Indian industry to introduce an in-house Ergonomics unit in

1983, as part of its comprehensive Occupational Health Service,

which is itself a national pioneer in terms of implementation of ILO

recommendation 112. At BHEL, ergonomics research was

primarily concerned with the problems of the shop-floor. Some of

the major areas of concern were energy balance of manual

material handlers, ergonomics evaluation of non-respiratory

personal protective devices, improvement of working conditions

during welding and gouging operations inside boiler drums, and

the development of a job analysis format incorporating

occupational health and safety components. Other public sector

undertakings, notably the Steel Authority of India, have followed

the lead and are replicating the BHEL model.

Ergonomic interventions can ensure optimum efficiency across a

worker’s working life. Interventions can be across the spectrum,

from agriculture to high speed transport, from coalmines to

combat aircrafts, from construction sites to interface design. “In”

in India stands for innovation. We have to innovate constantly to

support the growth that we are witnessing and ergonomics has

never been as important as it is now. Thus, we have to humanize

work as well as work environment. We have to Factor the Human.

Factor the Human Application of Ergonomics in Indian Industry

1. Introduction

In the era of globalization and fierce competition, organizations

around the world are facing challenges in the new century of

complex governance from both internal and external

environments. Performance is the true litmus test for survival in

the marketplace.

Therefore, managing and measuring performance is a big task and

challenge for any organization. The task gets more complex with

the truth that it is men who manage men. In HR terminology, we

call men as Human Resource; the scarce capital in today time is so

valuable that hardly any organization would wish to take chance

when it comes to their motivation, retention, acquisition and

management.

2. Challenges

Managing Performance has always been a challenge, several ways

has been evolved to manage, measure, evaluate and reward good

performance but it has always been an area of debate with regard

to its efficacy, reasonableness, biasness, subjectivity and

objectivity.

There have been efforts to devise transparent and efficient

Performance Measurement System and lot has been achieved in

this area but still there are issues. Appraisal systems have also

become more result-oriented, which means that appraisals are

more focused on a process of establishing benchmarks, setting

individual objectives, measuring performance, and then judging

success based on the goals, standards and accomplishments. PMS

has become a very important process from the perspective of

business alignment.

There is no doubt that a sloppy performance management

process can cause loss of good talent, reduction of overall

motivation, engagement and performance level of the team and

organization. If a good performer is not acknowledged for their

performance, it can serve as a big demotivating factor and his

performance can drop dramatically. If he sees that he is not

differentiated from his peers who are average performers, he gets

no incentive to perform well.

In recent years particularly in CPSEs pertaining to certain

guidelines methods of forced ranking termed as Bell Curve has

also lead to discontentment disappointment and dissatisfaction.

Each and every company is finding it’s tough to convince its

employees and it is taking toll in terms of team spirit, internal

competition, and other attitude related issues.

In CPSEs, the linking of PMS to payment of Performance Related

Pay a monetary incentive has further aggravated the situation.

There may be a debate over the efficacy of Bell Curve as several big

organizations and fortune 500 companies have done away with

this concept but it’s a reality for CPSEs and we have to be prudent

in creating awareness in employees about this process and at the

same time making efforts in devising techniques which can

motivate and take care of performing employees.

10 Desire is the essence of a man.

Ashutosh Kumar Anand, Dy.Manager (Personnel), THDC India Ltdanand.ashutosh7@gmail.com

Performance Appraisal System: Inherent Challenges Ashutosh Kr. Anand

3. Biases

Keeping all this into consideration, the management of

Performance Appraisal System has become challenging. Since, it is

ultimately humans, who evaluate performance of human there is

bound to be involvement of emotions and other related factors

which sometimes result in reactions and negative impulses. The

alleged primary purpose of performance reviews is to enlighten

subordinates about what they should be doing better or

differently. And it should be never looked upon as intimidation

aimed at preserving the boss's authority and power advantage.

To error is human but error in objective evaluation is fatal and

there are errors and biases which we should all be generally be

aware of in dealing with Performance Appraisal Reports.

3.1 Horn effect

There are some employees, who although are very diligent with

their regular work and some of them are high performers, they are

not much bothered about managing their impressions with their

superiors. Consequently, they are not noticed and their

performance is not acknowledged. Unfortunately, human mind

suffers from selective cognition bias. For instance, once the boss

has assumed that someone is sloppy in his work, there is high

likelihood that he (boss) will recall instances which proves his

point. Hence all new joiners need to put extra effort to have

positive impression in the company and their bosses. Managers

also need to be cautious about this bias and be objective in their

assessment and measure performance based on the roles,

responsibilities and the goals assigned to the individuals instead

of how they appear in their work.

3.2 Halo effect

Some employees are clever to manage their impressions with

their bosses well. Whether or not they perform well, they are

always eager to highlight their contributions to activities, projects,

and daily work etc., especially those activities that are assigned by

their bosses. Many of them know well how to keep their bosses

happy, even if it means neglecting their regular duties and

expectations. In summary, the motto of such individuals is to keep

the boss happy while doing average performance in their regular

duties. In some other cases, an employee is excellent performer in

just one or two things instead of all the responsibilities assigned to

him. This can create a halo around him, that he is excellent in

everything. This is unfair to his peers who could be better

performers but don't have a halo. An objective assessment should

consider performance in all the tasks and goals assigned to the

individual instead of just chosen few.

If you want the present to be different from the past, study the past. 11

Manager should be watchful of such personalities, especially

those who are giving more than usual attention to them (their

bosses), to their (boss's) preferences and are eager to do any

personal work assigned to them by the bosses.

3.3 Recency effect

This is the reverse to the primacy effect. The employees who have

performed very well during the closure of the performance

appraisal period has higher likelihood of being rated high by their

managers. In this case also, the manager should not put undue

emphasis on just a narrow period of time, but judge the

performance based on key incidences, events and activities

throughout the year.

3.4 First impression

Managers need to be cautious about evaluating the performance

of all the tasks and goals performed throughout the year and not

give high weightage to the work performed only during beginning

of the year (or performance cycle)

3.5 Stereotyping

Some people feel that those wear glasses are more studious, while

others feel that those who speak fluently are the best performers.

We all have some stereotypes which are hidden in our sub

conscious mind, which values certain traits highly, even though

such traits are not required by the individual performing a job.

Manager's need to be watchful regarding this bias especially those

related to their personal preferences. A manager liking spotlessly

Performance Appraisal System: Inherent Challenges

white attire has a propensity of rating those who wear such attire

highly. It is natural that subconsciously we value things highly with

which we can identify easily. However, in current multicultural

world, this can give rise to many stereotyping or personal biases

which the manager need to be watchful about.

3.6 Cross-cultural

It bias is a consequence of an evaluator's expectations about

human behavior. Those expectations often clash with the

behavior of appraises who have different beliefs or cultural values.

For instance, an evaluator with an Asian heritage may be more

likely to rate an older employee higher because he has been

taught to revere older people. Likewise, personal prejudice results

from a rater's dislike for a group or class of people. When that

dislike carries over into the appraisal of an individual, an

inaccurate review of performance is the outcome.

3.7 Spillover effect

We often remember past performance of individuals both

positive and negative which can give rise to some biases. If

someone has perform exceedingly well in the previous appraisal

cycle, he has a higher chance of getting a higher rating even if the

performance has been just an average this year. This reverse is also

true where the negative performance of previous year can

overshadow good performance in the current appraisal cycle.

Manager should be mindful of the tasks and goals assigned to an

individual in the current appraisal cycle and judge the

performance based on such tasks and goals.

3.8 Lenience, Stiffness and Central tendency

Some managers have the tendency to be lenient with their rating,

some are stiff and some others don't give either highly positive or

negative rating. These biases cause difficultly to equitably

recognize and reward employees reporting to different managers.

CPSEs are fighting with such cases daily and normalization/

moderation is thus being used in such cases. HR plays an

important role here. They should evaluate the overall rating of

individual managers and identify those where the deviations are

low and gravitate towards either of higher, lower or central rating.

If such cases are identified, the scores should be normalized after

discussion with the managers.

4. Avoiding Biases

Biases can be removed with certain amount of training and

awareness, on emphasizing the importance of emotional

intelligence / balance and being human in approach taking care of

all aspects of delicate human nature. Remember every boss was a

subordinate at one point of time and every subordinate will

become a boss at some point of time, the personal experiences

should generally empower one to make right decision and not

impose and afflict other own past sweet or sour experiences. It is

difficult to overcome although being aware of all the biases,

however, an attempt must be made to decrease the chances of

such biases overcoming the fair thought and whole judgment/

evaluation process.

5. Conclusion

It is to be remembered that Performance Appraisal System is not a

method to reward any employee of his technique of boss

management, or being just and equitable by being lenient and fair

to all whether a top performer or an average performer rather it is

a tool for measuring in right way the performance of an employee

and motivating him to improve his performance further. The rater

must be able to differentiate between a top performer and an

average performer and certain amount of fair discrimination is

required otherwise hardly will anyone take that extra mile that

requires pain and needs that employee to stretch further in

accomplishing the goal.

It is the human nature that each one of us think that he or she is a

star performer and his contribution is far more greater than that of

other but a rater should be able to differentiate, educate, counsel

and give enough feedback to employees working as subordinate

so that in spite of giving fast reactions towards his / her evaluation,

there is fair amount of introspection as well.

12 The highest activity a human being can attain is learning for understanding, because to understand is to be free.

Performance Appraisal System: Inherent Challenges

1.Introduction

Green is the colour of nature. A walk down green meadows and

forests makes us feel happy, relaxed and free from stress and

strains of life. Being with nature and environment can ultimately

bring us happiness and prosperity- be it our personal lives or

business endeavours. But wanton misuse of natural resources by

man has brought us to a point where our existence on our planet

and our prosperity are threatened with global warming, reduction

in ozone layers, reduction in forest cover and melting of Ice

Mountains and glaciers.

The Green Human Resources Management (Green HRM) has

emerged from businesses engaging in practices related to

protection of environment and maintaining ecological balance.

The source of such initiatives, referred to as green management, is

the green movement with its agenda of protection of

environment and saving the planet Earth from future manmade

disasters. Green HRM encompasses all activities aimed at helping

an organisation to reduce its carbon footprint in areas concerning

on boarding and acquisition of human resources, their induction,

performance management, learning and development,

compensation and reward management. Green HRM can play a

useful role in businesses in promoting environment related issues

by adopting and following Green HR policies and practices. Green

HRM can enhance corporate image and brand. Green HR will play

an important role in making the employees aware of and

concerned for preservation of natural resources and contribute in

pollution control, waste management and follow eco-friendly

manufacturing processes.

2.GREEN HR

When we talk about Green HR, two essential elements have to be

considered: environmentally friendly HR practices and the

preservation of knowledge capital. Green HR can adopt various

Green initiatives, activities, processes and practices elaborated

below in different HR functions like acquisition of human capital,

their induction, training, performance management and reward

management which will have a bearing on the overall carbon

footprint of a company.

2.1 Green HR Initiatives

Green HR initiatives can help companies find alternative ways to

bring down cost without losing their talent. In green economy,

organizations have tremendous growth opportunities by going

green and creating a new environmental DNA which can bring in

immense operational savings by reducing their carbon footprint.

Green HR can become an active partner in achieving this objective

by creating a Green HR platform where the workforce experience

high job satisfaction and being better engaged, which will result in

higher productivity. Green HRM initiatives help to create a culture

of having concern for the well being and health of fellow workers,

besides the overriding concern for environmental protection

which is a sine qua non for a healthy and happy life for all of us on

this planet.

2.2 Green HR Activities

Some common examples of

Green HR activities can be use

of job portals of companies

for recruitment and the use of

telephonic, online and video

interviews. This can reduce

the travel requirements of the

candidates, besides causing

reduction in paper work. Companies can institute nature-friendly

workplace and lifestyle benefits, which may include carbon credit

offsets, free bicycles and pollution-free vehicles for commuting to

and fro the workplace in order to engage people in the green

agenda. Some of the areas where a company can build its green

business can include decreased use of printed material, increased

The mind's highest good is the knowledge of God, and the mind's highest virtue is to know God.

Anoop Kumar, Sr. Faculty, NTPCanoopkumar@ntpc.co.in

Green HR Management:Need of the Hour Anoop Kumar

13

recycling, using reusable grocery, lunch bags and prohibiting the

use of bottled water, plastic and styrofoam cups in the workplace.

Work stations can have LEDs and other energy saving green

devices. Companies can encourage employees to change their

travel and transportation habits by limiting official car trips, using

metro and public transport for business travel, carpooling,

providing interest free loans to buy hybrid cars and cycling or

walking to work. Business meetings and conferences can be

conducted through internet, tele and video conferencing,

wherever possible, in order to minimize business travel. Similarly

by following flexi working, employees can be offered

opportunities to "tele-work" or work from home. Internet and

intranet facilities today allow companies to communicate with

employees through emails and company portals. Organisations

can discharge their social responsibility by including environment

management in their mission statement as an important green

objective. Companies should organise cleanliness and waste

management drives in the workplaces and surrounding society to

create awareness about green issues.

2.3 Green HR Processes

It must be realized that HR alone cannot contribute to improved business results by incorporating Green HR processes. Organisations have to invest in the green agenda of the business as a whole. Specifically, the functional areas where HR can have a green approach and which can have abearing on acquisition, development and retention of human capital are outlined as follows:

2.3.1 Sourcing & Acquisition of Human Resources

To start with, HR Department can make Green job descriptions for employees. As higher level executives have to take greater responsibility for green initiatives, green goals should be included in managerial job descriptions. While developing the competency model for talent, an organisation can include environmental consciousness as one of the core competencies required of employees. Green job candidates, who comprise a large section of talented and knowledgeable manpower, use Green criteria when applying for jobs, and therefore, companies having green practices can attract good talent. This means organizations have to 'practice green' in order to build a Green Employer brand. Preference in selection should be given to candidates who are ‘Green Aware’, which becomes a part of the HR acquisition policy. Employers, having strong green brand are more likely to attract talent than those who do not have green philosophy.

2.3.2 On Boarding Process

With the use of new and advanced technology, organisations need less paper in all aspects of recruitment and selection process. Online job advertisements are floated. Resumes are submitted

online, company websites are used by candidates to search for jobs and resumes are invited online, which helps to substantially reduce waste created from printing and mailing resumes. Organizations can also use online portals for on boarding documentation such as offer letter, credentials and testimonials regarding qualifications and experience of selected candidates, acceptance letter and so on which can significantly reduce the amount of paper used after an offer has been accepted by a new employee.

2.3.3 Induction

Employee orientation programmes should be designed in such a way as to facilitate the integration of new employees into a culture of green consciousness. Induction programmes should highlight an organisation's concern for green issues of employees like their health, safety and green working conditions.

2.3.4 Performance management and appraisals

Performance management systems should be developed to include 'Green' targets in the key performance areas (KPA). This can be translated into Green performance standards and Green behavior indicators which should serve as yardsticks in performance appraisal of employees at all levels. Examples of such contributions can include creating awareness and familiarization of green issues amongst the subordinates, encouraging them to involve themselves in green activities of the company and facilitate environment management learning. Those exceeding the standards may be identified as ‘Green Super Keepers’ (exceptionally talented employees) and allocated rewards based on their green contributions.

2.3.5 Learning and Development

Training, development and learning plans should include programmes, workshops and sessions to enable employees to develop and acquire knowledge in environment management,

14 True virtue is life under the direction of reason.

Green HR Management - The Need Of The Hour

green skills and attitude. Job rotation in green assignments should become an essential part of career development plans of talented green managers of the future. Training contents should be developed to increase employee competencies and knowledge in Environment Management. Extensive use should be made of online and web-based training modules and interactive media as training tools for not only environment management training but for other functional areas as well. Environment- related aspects of safety, energy efficiency, waste management and recycling can become the focal points of green training.

2.3.6 Compensation and Reward Management

Compensation and reward management should recognise contributions in green management. Compensation packages should be customised to reward green skills acquisition and achievements by employees. Monetary- based, nonmonetary based and recognition- based rewards can be used for green achievements of employees. Monetary-based rewards can be allocated in the forms of salary increase, cash incentives and bonuses while non-monetary rewards may include sabbaticals, special leave and gifts to employees and their family members. Recognition-based awards can highlight green contributions of employees through wide publicity and public praise and appreciation of green efforts by the top management executives.

All things excellent are as difficult as they are rare. 15

3. Conclusion

The green movement for protection of environment has influenced business and industry globally to adopt environment friendly policies, practices and products which are referred to as Green management. The present economy worldwide can be termed as a green economy in which organisations have to address “Green” issues in response to consumer, employee expectations and the environmental changes. Companies following “Green HR” initiatives, activities and processes can definitely experience substantial impact on the engagement, commitment, morale and quality of work life and the retention of human capital in the organization with a positive influence on the mindset of employees as they feel that apart from their functional contribution on the job, they have an important responsibility in preserving environment.

4. References

4.1 Barnes, P. E. (1996). Green standards, B & E Review (Oct/Dec), 24-28.

4.2 Bauer, T. N., &Aiman-Smith, L. (1996). career choices: the influences of ecological stance on recruiting, Journal of Business and Psychology, 10(3), 445-458.

4.3 Berry, M. A., &Rondinelli, D. A. (1998). Proactive environmental management: A new industrial revolution. The Academy of Management Executive, 12(2), 38-50

4.4 Daily, B., & Huang, S. (2001). Achieving sustainability through attention to human resource factors in environmental management International. Journal of Operations & Production Management, 21(12), 1539-1552

4.5 Environmental Management by G.N. Pandey –Vikas Publishing house(P) Ltd- 1997,reprinted 2008.ISBN 81-259-0292-9

4.6 Environmental Management by T.M. Joseph

4.7 Haden, S. S. P., Oyler, J. D., & Humphrey, J. H. (2009). Historical, practical, and theoretical perspectives on green management. An exploratory analysis. Management Decision, 47(7), 1041-1055.

4.8 Hart, S. (1997). Beyond greening. Strategies for a sustainable world .Harvard Business Review, 75(1), pp. 66-76.

4.9 Lado, A. A., & Wilson, M. C. (1994). Human Resource Systems and Sustained Competitive Advantage: A Competency Based Perspective. Academy of Management Review, 19, 699-727.

4.10 Prasad, Ravi Sharan (2013), Citation, Green HRM – Partner in Sustainable Competitive Growth, Journal of Management Science and Technology 1 (1), Oct - 2013

4.11 Unnikrishnan, D., & Hedge, S. (2007). Environmental training and cleaner production in Indian industry–a micro-level study. Resources Conservation and Recycling, 50(4), 427-441.

4.12 Website : www.greenhr.com

Green HR Management - The Need Of The Hour

Some of worldwide practices are as follows with corresponding references.

German firms such as Siemens, BASF, Bayer and Mannesmann use environmental activities and a green image to attract high-quality staff. The Rover Group car maker, in Britain, makes environmental responsibilities and qualifications part of every job profile. (Wehrmeyer, W. (1996). Greening people: Human resources and environmental management. Sheffield: Greenleaf., p. 30).

A survey was conducted in the UK by CIPD / KPMG that estimated that 8% of UK firms were rewarding green behaviors with various types of awards and/or financial incentives Phillips, L. (2007). Go green to gain the edge over rivals. People Management, 13, 9., p. 9)

At GE Plastics in the Netherlands, Lucent Technologies in Pennsylvania, and Nestle Oy in Finland, supportive behaviors from supervisors toward employees in EM are seen to encourage employees to produce possible solutions to environmental problems Ramus, C. A. (2001). Organisational support for employees: Encouraging creative ideas for environmental sustainabi l i ty. Cal i fornia Management Review, 43, 85–105. , , p. 86–87).[CrossRef] [Web of Science ®]

1. Introduction

A new idea, device, method or process is generally known as an

Innovation. In business terms, an innovation is a feasible relevant

offering such as a product, service, process or experience with a

viable business model that is perceived as new and is adopted by

customers. There is a distinct difference between ‘innovation in

general’ and ‘innovation in business terms’. Innovation in general

terms, asks for newness as a quality, whereas in case of innovation

in business terms, a little newness in the process, method, tool or

outcome resulting into acceptability and value for customer is

Innovation. Thus, the following article is based on my personal

experience and take aways from a very innovative training

program “Innovation in HR” organized by Power HR Forum.

The core element of innovation in general as well as in business

terms remains the same and that is newness, but when it

specifically comes to innovation in business the main aim or idea

behind the innovation is acceptability (ease) and value for the

customer.

There are many examples in the business, wherein by tweaking a

bit in the product, process and services; business has taken a

spearhead position by creating value for customer, be it Google or

Apple.

2. Innovation and HR

Today, innovative performance is a crucial determinant of

competitiveness and progress. It is widely accepted that

innovation is the key to success, growth and competitive

advantage but the big question arises, why organizations are

lacking not only in innovation but also in creating a platform or a

culture of innovation? It is because of the popular belief that

innovation is the responsibility of R and D team or product team or

a business team, which is not at all true. Contrary to the belief, the

truth is that the core of the innovation is collaboration and culture

and any process, product, tool or methodology can be challenged

for innovation.

When it comes to culture and collaboration, role of HR

automatically comes into the picture. HR always has a very

important role to play in the growth of the organization. However,

with advent of this innovation factor, the role has expanded in

many folds. HR has to innovate in its domain and at the same time

HR also need to provide the platform to achieve innovation.

HR has evolved from ‘’PERSONNEL’ to “STRATEGIC HRM”. Still the

debate for accepting HR as a strategic business partner is on. It is

clearly time for a quantum leap in the HR field. Over the years HR

has provided organizations with many of the levers to bring

competitiveness and advantage but time was never as favorable

as it is today. HR is having the opportunity as well as the ability to

bring the innovation, which is not only limited to its domain. For

this, HR need to work in a strategic manner and the first step of the

16 The highest activity a human being can attain is learning for understanding, because to understand is to be free.

Vimal Durgapal, Dy. Manager (HRD), THDC vimaldurgapal@gmail.com

Innovation inHR Perspective Vimal Durgapal

ladder is to become a partner with senior and line managers,

second to become an expert in the way of its working through

efficient delivery and cost optimization. Third, HR should work for

the concern of employees with a bottom line to increase the

contribution and ability of the employees for better business

outcomes and finally to become an agent of innovations, shaping

processes and a culture that together improve an organization’s

capacity for innovation.

3. HR for Innovation and Innovation for HR

It is quite interesting to observe that innovation in the domain of

HR goes hand in hand with the development / creation of the

culture or environment of innovation. Few of the areas which go

hand in hand with the HR innovation and promoting a culture of

innovation are:

3.1 Hiring/ Talent Acquisition: Hiring or talent acquisition has

evolved a lot with the use of technology, still lot can be done for

optimization of the resources for talent acquisition with better

collaboration of technological tools available, while trying for

innovating in this, one thing which can lead as a support for

building the environment of innovation is to hire for innovation.

Let’s recruit people for their innovation capabilities.

3.2 Performance Management: Performance management has

lately become a challenge for leaders. The conventional tools and

methodologies are doing more harm than the good. Every

Performance Management tool is having limitation. HR has a huge

opportunity to collaborate and evolve a performance

management tool which can sustain the challenges of this time

and can simultaneously increase the team work and

competitiveness. To foster the environment of innovation,

innovation expectation/ innovation as a measure of performance

can be a part of this innovative Performance Management Tool.

3.3 Reward & Recognition: The right reward system provides a

powerful force for reinforcing commitment, directing employees

as well as organizational growth and above all shaping the culture

you want to mould be it the culture of innovation. With a switch in

need system of employees the reward and recognition are open

for innovation.

3.4 Internal Communication: There are many tools of

communications available with the organization, still one of the

priority pressing need of the organizations all over the world is

improved internal communication. Collaboration of technology

and psychometric tools to evolve a system for internal

communicat ion which resu l t s in co l laborat ion and

communication and ultimately value for the organization can be a

Those who are believed to be most abject and humble are usually the most ambitious and envious. 17

cue for innovation. And where there is collaboration and

communication, there is always a scope for innovation.

Above mentions are not exhaustive and list of HR tools/ process

and products which can be challenged for innovation and

ultimately leads to creation of innovation culture which is endless

be it from the perspective of talent management, change

management or from organizational design. But the thing which

need to be kept in mind is that HR innovation warrants closer

investigation as the effect is not only limited to its domain but to

the entire business.

4. Conclusion

On one side, innovation factor has provided HR with the

opportunity to establish itself as a key business partner, and at the

same time this has proven to be a good reason for HR’s

beleaguered reputation as at the core of innovation lies in culture

and innovation. While corporate culture is not necessarily the

responsibility of HR, but the hiring, training and culture

imperatives placed on the business are done through HR, so HR is

having a big impact on whether or not the organization is

culturally attuned to innovation and ultimately to success.

HR is at a crossroad with one option of continuing with the so

called best practices and the other to use this lever of innovation

for embedding the culture of Innovation leading to growth and

success of business to cement its position as a key strategic

business partner.

Innovation in HR Perspective

1. Introduction

The inspiration for this article is four loud streams of thought in my

mind. Often we think that the events that we are aware of around

us, the tempest that arise in our mind is random unconnected

without meaning. At other times we sit back and try to read a

pattern, to the sinister shadows, try to attribute a meaning. Here is

an attempt to decipher a pattern, a meaning from a few

interactions which by no means are comprehensive by no means

the last word on the issue but intended to create further

turbulence in the mind of the reader for triggering thoughts of

organizational change which is essentially rooted in individual

transformation.

2. Four Streams

2.1 Stream One: Accepting Simplicity in working

The first stream is the vision of M/s NTPC Ltd employers TO BE THE

WORLD’S LEADING POWER COMPANY, ENERGIZING INDIA’S

GROWTH. Though, I know that we shall inevitably lead the world’s

power generation and power India’s growth through greening and

this shall require paradigm shift. It is easier to scale the heights but

to be there, much more is required.

Our bread and butter are the steam generator and steam turbine

posed technical complexity to which our competent and trained

employees responded with enthusiasm and we are in an enviable

position today. But now the greening of power also means a

reduction in complexity, a reduction in project implementation

time and we have to double our enthusiasm to implement Solar

and Wind Mills. We have to remember that as a utility it is

sustainable power that matters. We can ill afford to resent the

reduction in technical complexity. We have to scale up and down

and meet the consumer’s requirement and to compete with

unrecognizable entities.

2.2 Stream Two: Integrity of thoughts,

words and actionI had the opportunity to listen to General Ved Prakash Malik, our

chief of Army during the Kargil war in the convocation of All India

Management Association at India Habitat Centre in August 2015.

The General charmed the audience with a sweet spell. Yet, the

essence of his talk was too loud to be missed. According to him,

somehow he found management as a restraining concept and

preferred leadership instead. He went on to suggest that AIMA, All

India Management Association be renamed as All India

Leadership Association. He explained with anecdotes from Kargil

days to highlight the difference.

The General had often spoken about the limited supplies as a

constraint and was cornered during the war by the press with

“General how do you fight with limited supplies?”The General

retorted “We shall fight with whatever we have”.

Next day, during the morning walk, the former Prime Minister Shri

Atal Bihari Vajpayee drew General Malik aside and asked “Was it

the right thing to say, General?” The General was quick with his

reply “Sir, I have to motivate my people to face the bullet, I cannot

tell anything but the truth”. General Malik explained the values of

Honesty and Integrity in no uncertain terms.He expressed himself

by saying, often it is thought financial honesty is all but far more

important are our words and actions.

18 Error is dreaming while awake, and if it teaches a certain pitch, it is called madness.

Dr. Bibhu Prasad Rath, AGM (PE-Mech/Hadling), NTPCbprath65@gmail.com

The Odyssey from Best Practices to Next Practices Dr. Bibhu Prasad

Do we say what we mean and do we do what we say? I have a friend in the Navy, when I talked to him about this he said

“Yes, these people know the only way to motivate is to be honest

to the core, you have to tell the truth without exaggeration”.

The first element if we aspire to be leaders beyond peers is

perhaps total honesty and integrity in our thoughts, words and

action. In my childhood I read a lot of puranas in which Vaikunth is

described as a place where everybody looked alike, the lord and

his attendants resembled in color and features. People resemble

each other when they think alike. Old couples after long years of

marriage look like brothers and sisters. So if we want NTPC to be

the best, we will have to create a Vaikunth here, while physically

we shall still be different we must mentally resemble each other

cutting across departments, corporate or site.

I have seen glimpses of such integrity in my long years of work in

Main Plant Operation in Vindhyachal and subsequently in

engineering and other department of the corporate centre as well

as in my interaction at site and region. Often I am amazed by the

simple and frank purposefulness in our working. Yet, I must admit

that there has been occasions when the sanctity of this rule is

violated as an aberration.

2.3 Stream Three: Fearlessness for Innovation

The third stream of thought is from an interaction with Dr.

Mashelkar at Pandit Deendayal Petroleum University when he

delivered the Pandit Deendayal Memorial Lecture on “Re-

inventing India as an Innovation Destination” in September 2015.

The emphasis was on reinventing since India is the land of

innovation. He emphasized that the appearance and the

aspiration of an organization both are important.

Education, knowledge and innovation must go together.

Innovation and excellence have to be relevant to the target

people. In science and Technology only two kinds of people

matter, one who said the first word and the one who said the last

word. He clarified that the US is able to corner most of the Nobel

prizes in comparison to traditional societies like Japan because

certain irreverence is necessary for innovation. If people are too

obedient they will never think out of the box. Somebody who

knows, knows that it cannot be done. We must allow people to

make a few mistakes if we intend to be the best.

He quoted Narayan Murthy and said “What is it that India has

done that has shaken the world?”Similarly, we at NTPC must

continuously innovate, keeping in mind this thought about

shaking the world with our next practices. He explained that

India’s ranking in the global innovation index is falling

Time is the measure of duration and it is nothing but a mode of thinking. 19

continuously. From 62 in 2011, 64 in 2012, 66 in 2013, 76 in 2014

to 83 in 2015. According to him, it is possible that while we are

doing well, others are doing better. But cost reduction through

import substitution and reverse engineering is not recognized as

innovation.

While referring to the indigenization of space and nuclear

research, denial of technology has been a great inspiration for

innovation. The obvious question that comes to my mind is

perhaps the luxury of imports in case of power sector that has

lulled us in to our comfort zones, and thus, we are not desperate to

innovate. We have depended too long on the west while countries

like South Korea and China have built expertise in power plant

equipments. BHEL-NTPC-IGCAR effort to boost efficiency of

power plants is small but a definite step in this direction.

2.4 Stream Four: A brotherhood without barriers

The final, yet, a major stream of thought comes to me from a

workshop on Heatrtfulness by Sahaj Marg Spirituality Foundation

which I have attended recently. In this workshop people were

asked to meditate with the thought of divine presence in their

heart for about 20 minutes followed by a recording of their

observations. It was explained that when we look in to a tree we

see its lofty branches its colorful leaves, juicy fruits and beautiful

flowers. The roots are hidden and thus, escape our attention but it

is the roots only through which the trees receive their sustenance

and support. Similarly when we see a person we see his physical

features, the color of his eyes, the manner in which he carries

The Odyssey from Best Practices to Next Practices

himself but yet we fail to see his heart. The heart is the centre of

our existence. We change when the heart changes. All that we

strive in business is to win hearts since we know everything else

follows the heart. But before we even think of winning the hearts

of others we have to win our own. Honesty and Integrity requires

personal sacrifice which in turn requires courage of conviction and

clarity of thought. People must be ready to burn like candles

providing warmth and light all-around.

It is rightly said, “The family that prays together stays together”. To

mentally resemble and to create a vaikunth, the employees in any

office must stand together and pray for some time, say 5 minutes.

Perhaps Heartfulness would bring hearts together fostering a

sense of brotherhood in the workplace. Perhaps, our inductions to

NTPC should be a simple affair and the farewell a little grander

involving the families of the retiring employees to bring about a

certain matter-of-fact attitude in our transformation. Our self

belief and independent thinking can take off only when we realize

that the Kingdom of God is within each one of us. The irreverence

Dr. Mashelkar sought for innovation is not indiscipline or

disobedience but a total subjugation of individualism to a higher

cause to which everybody relates equally well. General Ved

Prakash Malik remembered Kargil days and said Pakistan had

started the war had I told his people, “The first bullet is fired from

their side but the last bullet shall be fired from our side” and it

worked. It is time when we all working in various functions of

NTPC across the country work towards a single focused goal of

being the best.

3. Conclusion

How can we conclude a thought process that would lead us to the

next practices? A few strands I have weaved here, a few more the

reader can easily come up with. Perhaps it would require a deep

contemplation like that of Dhruv. Every night before we retire we

have to ponder over a few of such ideas and internalize them. I

have always found the story of Dhruv more fascinating. Dhruv is

the pole star, the guiding star and was born to Suniti- the

principled. He had a competition with Uttam-the best one born to

Suruchi-refinement. This was no fight between good and evil, it

was a tussle between the best and the next. Suniti played an

enabling role for a disappointed Dhruv who was miserable to miss

paternal affection at the behest of Suruchi. She directed Dhruv to

seek the ultimate, to be beyond peers and when Dhruv sincerely

strived, he became the guiding star of excellence. Thus, we can all

become the guiding stars of excellence with a few last minute

thoughts before we go to sleep every night!

Attracting Talent at Remote Locations-workable Solutions

20 The human mind cannot be absolutely destroyed along with body, but somethings of it remains, which is eternal.

1. Introduction

Cambridge English Dictionary defines “Go- slow” as an occasion

when employees work more slowly as and with less effort than

usual in order to try to persuade an employer to agree to higher

pay or better working conditions.“Go- Slow” is an industrial action

in which employees perform their duties but seek to reduce

productivity or efficiency in their performance of these duties. A

slowdown may be used as either a prelude or an alternative to a

strike, as it is seen as less disruptive as well as less risky and costly

for workers and their union. Striking workers usually go unpaid

and risk being replaced, so a slowdown is seen as a way to put

pressure on management while avoiding these outcomes. Other

times slowdowns are accompanied by intentional sabotage on the

part of workers to provide further disruption. Nonetheless,

workers participating in a slowdown are often punished,

sometimes by firing and other times by law. (Wikipedia)

2. Harmful Industrial Actions

Go-Slow is much harmful than any other industrial action. In Go-

Slow workmen reduce the output ad at the same time claim full

wages remaining in the workplace during duty time.

In 1960, the Workers of Motipur Sugar Factory of Bihar started a

go-slow. The Management issued a general notice to those

workmen that unless he recorded his willingness to discharge his

duties faithfully and diligently so as to give a minimum output, he

will be no longer employed and he shall stand discharged without

any further notice. 119 workmen were discharged without any

enquiry as required by the Standing Orders. Apex Court went into

the evidence. The norm for per day’s crushing should be

1, 25,000maunds of cane and incentive bonus should be given at

certain rate. With go-slow average daily crushing came to 26,000

maunds. Besides it posed technical unsafe as abrupt stoppage of

mills resulted in breakdown of machineries. Apex court held that

the discharge in this case was fully justified.

In 1967, the workmen in the tyre curing department of Firestone

Tyre Company adopted a deliberate ‘go-slow’ resulting in fall in

production. The notices of management had no effect. In October

4, 1967, the workmen in the tyre curing department went on

strike. Between October 27 and 31, 1967 the management issued

charge sheets to 182 workmen alleging that they had resorted to

willful go-slow. The workmen refrained from attending enquiries,

the enquiry reports went against the workmen. The Management

accepted the findings of the inquiry and dismissed the workmen

other than those who were ‘protected workmen’. Application was

made by management under relevant provision for permission to

dismiss the ‘protected workmen’. Subsequently agreements were

reached with those workmen and except 12 others were

reinstated. Tribunal held the management of guilty of

discrimination and unfair labor practice. Apex court held that the

order of directing reinstatement of the 12 workmen without a

consideration of the merits of the case cannot be sustained.

During 1970s, workers at Ford Plant in Dagenham UK introduced a

slowdown after Ford management increased production line

speed from 18 to 21 feet per minute. This was a second speed

increase, and workers felt that this was unfair. After a slowdown

by production line staff, Ford management reduced the line speed

back to 18 feet per minute.

In 1980, 158 workmen of the Mysore Wine Products placed a

charter of demands which was in force till October 31, 1984 from

November 1, 1980. Further Assistant Security Officer was

manhandled and workmen resorted to Go-slow tactics in the

factory. After several notices, Management declared a lock-out

effective from December 24, 1983. Tribunal and Karnataka High

Court mentioned that the strike was not justified and workmen

not entitled for back wages.

During 1996, Workmen of India Radiators Limited slow down the

production deliberately to pressurize the management to

concede to their demands. Management laid-off those workmen.

Madras High Court held that if there was in fact a case of slowing

down the production which made it necessary to lay-off the

workmen employed any other part of the production process,

even though they had not participated in the go-slow such lay-off

being necessary on account of the requisite work not being

available, there was certainly a circumstance justifying lay-off.

Hence, not eligible for lay-off compensation too.

People are naturally inclined to hate and envy.

P. Sreenivasan, GM (HR), IREDApsreenivasan@ireda.gov.in

Go-Slow P. Sreenivasan

21

In July 2011, Qantas engineers introduced an unusual slowdown

where right-handed engineers used only their left hands to

operate essential tools. Both engineers and pilots want

assurances that their jobs are not outsourced to cheaper, foreign

labor markets, while engineers are also seeking a moderate pay

increase. The Flying Kangaroo was experiencing problems too.

3. Serious Misconduct

Damage to the machines will be more when it is run on optimum

speed. In Go-slow, the machines are run on reduced speed. Strike

machines are stopped permanently, where the damage will be

comparatively less. It is not a justifiable weapon for workmen to

use. Go-slow is a serious act of misconduct. It should be

mentioned in the standing orders as serious misconduct

warranting major penalty like dismissal.

Apex court in Bharat Sugar Mills case observed that “Go-slow

which is a picturesque description delaying of production by

workmen pretending to be engaged in the factory is one of the

most pernicious practices that discontented or disgruntled

workmen sometimes resort to. It would not be far wrong to call

this dishonest. For, while thus delaying production and thereby

reducing the output, the workmen claim to have remained

employed and thus entitled to full wages. Apart from this Go-slow

is also likely to be much more harmful than total cessation of work

by strike. For, while during a strike much of the machinery can be

fully turned off, but during the go-slow, the machinery is kept

going on at reduced speed which is often extremely damaging to

machinery parts. For all these reasons ‘go-slow’ has always been

considered a serious type of misconduct”.

Apex court in Bank of India case observed that “go-slow is a

serious misconduct being a covert and a more damaging breach of

the contract of employment. It is insidious method of

undermining discipline and at the same time a crude device to

defy the norms of work. It has been roundly condemned as an

industrial action and has not been recognized as a legitimate

weapon the workmen to redress their grievance.”

4. Need for Proof

To control the Go-slow, the employer need to know what is the

optimum speed of machines and optimum production per day.

In one of the case, Karnataka High Court observed that Go-slow is

certainly more serious than the total strike and the observations

of the Apex Court that go-slow tactic is like slow poisoning has not

been considered by the Tribunal. Go-Slow has been amply proved

by the management with evidence and exhibits which can be

found at by comparing the figures of normal production and the

production given even after lifting the lockout partially in some

departments the workmen did not report for work and the fact of

go-slow was clearly proved coupled with the assault of the officer.

Madras High Court in another case observed where slowing down

implies the existence of a higher level before slowing down

commenced and failing to the lower level after the slowing down

was practiced. The lower level of production was in this case , only

by reason of deliberate action of the workmen in not exerting

themselves in the level which they were capable and maintaining

the level which they had maintained considerably for a long period

of time. Thus, there was slowing down of production. The

question as to whether the workmen also were the losers to some

extent, by reason of the slowing down of the production is not

germane for the purpose of deciding whether there was in fact

slowing down of production.

5. Conclusion

Trade Unions have understood that the damage to industry will

ultimately affect them only. Still it is important on the part of

Management to advise workmen to desist from such activity in

appropriate time. Further, it is equally important for the

Management to understand the optimum speed of machines and

optimum production per day. This will help to control this

treacherous industrial action and will lead to optimization of

output at work place.

References

1. Bank of India Vs T.S. Kelawala (1990) 2 RSJ I at 15 SC

2. BBC Documentary "Ford's Dagenham Dream", broadcast Sun

6 Jun 2010 23:00 BBC Four

3. Bharat Sugar Mills Limited Vs Jaisingh (1961) 2 LLJ 644 SC

4. Firestone Tyre and Rubber Company Vs the Workmen 1981

AIR 1626 ,1982 SCR (1)20 SC

5. Management of India Radiators Ltd Vs Presiding Officer

Second Labor Court Madras & Workmen of India Radiators

1998 (3) LLN 412 Madras HC

6. Mysore Wine Products and Allied Vs Presiding Officer

Industrial Tribunal (2001) ILLJ 1166 Kar HC

7. The Age - "Qantas engineers pledge whacky, wrong-handed

strike action", Gabrielle Costa, July 13, 2011

8. Workmen of Motipur Sugar Factory (Private) Ltd Vs Motipur

Sugar Factory (1965) INSC 87 SC

22 Disappointment is the pain opposite to joy.

Go-Slow

1. Introduction

Attracting talent is a challenge for most of the companies in the

world. Being the talent supplier for the world, India also face the

challenge to attract and retain the talent due to the wide pool of

opportunities abroad opened through globalization. Moreover,

except IT sector, remaining sectors also face a challenge to attract

and retain the talent in India because of several reasons. A

company such as NTPC, whose plants are at remote locations, is

no exception. During its successful journey, NTPC has handled

several challenges.

The age old machines above 30 years service were renovated

under R and M with updated technology. It has adapted new

strategies for energy efficiency, CERC norms, and environment

guidelines. NTPC has implemented SAP and other software’s for

process improvement. Considering all the changes happening in

the business environment, the company needs the multi-talented

professionals.

Thus, to identify and attract such a talent suitable for the power

plants at remote locations is the major challenge for NTPC.

2. Methods of Executive Recruitment in NTPC

2.1 Executive Trainee Recruitment through written test Earlier NTPC used to recruit young engineers by conducting a

national level written test, group discussion and interview. In

the recent years NTPC ET recruitment is through GATE

(Graduate Aptitude Test for Engineers) examination, group

discussion and interview.

2.2 Executive Trainee Recruitment through Campus drive

From the premier engineering institutes such as IITs and NITs

talented students were recruited through campus placement.

2.3 Lateral Induction

Experienced professionals from other organizations are

recruited at different levels in the organization.

As on date NTPC is focusing on the recruitment of ETs through

GATE, this paper also considers the same for the purpose of

analysis.

2.4 GATE examination

GATE examination, conducted by one of the IITs, is the

gateway for MTech/PhD education or job selection in reputed

public sector companies. The online GATE examination

notification usually comes in September and is conducted in

February every year.

NTPC asks the candidates to apply with the GATE registration

number in January before the GATE examination. Whereas

some companies such as BPCL, HPCL, IOCL, MDL etc. invite the

applications from mid December itself. NTPC may also

consider to accept the applications to increase the response

to our notification.

3. Objective of the study

To identify the key enablers to attract talent at remote

locations of NTPC.

24 The human mind is capable of perceiving a great many things.

D. Subba Rao, Manager(O), NTPC-Ramagundam , scada.subbu@gmail.comA. Bixapathi, Manager(O), NTPC-Ramagundam , abixapathi@ntpc.co.inO. Kiran Kumar, Manager(O), NTPC-Ramagundam , okkumar@ntpc.co.inN. Srikanth, Dy. Manager(O), NTPC-Ramagundam , srikanthnandi@ntpc.co.in

Attracting Talent at Remote Attracting Talent at Remote Locations-Workable SolutionsLocations-Workable SolutionsAttracting Talent at Remote Locations-Workable Solutions O. Kiran Kumar

10%

30%

40%

20%

A. Bixapathi

N. Srikanth

D. Subba Rao

4. Survey

• Sampling method- Convenient sampling technique

• Sample size - 25 numbers 3rd year B.Tech students came for

the mini-projects at NTPC-Ramagundam STPS and the local

Engineering College students

• Data Collection method- Questionnaire survey and

Structured

• Interview- 5 Point Likert’s scale

• No descriptive data was collected.

5. Data Analysis

The data for each item was tabulated and the mean values of

the scores of each item were calculated. The factors with the

mean scores more than 3.5 were considered as the key factors

and those with the mean scores from 3.0 to 3.5 were

considered to be the other factors.

6. Key Factors and Recommendations

• Adaptability to the culture

- As India is a diverse country with different cultures and

NTPC is spread all over the country, so managing the

cultural differences is the key in attracting people from

different cultures.

- Workable Solution: Different festivals such as Chhatt

puja, Dandiya, Rath yatra etc. which are known in some

locations are to be celebrated along with the local people

at all NTPC stations. This can be a good initiative to

celebrate the diversity and is useful in bringing in unity in

diversity. Tourist places, heritage sites, historical temples

etc near NTPC locations can be identified and given a

facelift so that there is a continuous inflow of people

giving a boost to tourism of that area and eliminating the

feeling of remoteness among our people. For example if

the temple town Manthani is developed in tourism

aspect, people can connect NTPC Ramagundam saying it

is at a distance of 30km from famous temple town

Manthani rather than saying it is 250 km away from

Hyderabad.

• Cost of living at the place of posting

- As the cost of living at the remote locations is low

compared to that of cities, this can be highlighted as an

effective key attractor to the remote locations.

- Workable Solution: The health, accommodation,

Apply yourself with real energy and serious work. 25

continuous power and other amenities provided free of

cost or at subsidized prices are to be reflected in the

recruitment ads.

• Company awareness programme for GATE qualified

candidates

- The GATE qualified candidates may not know the useful

information about the company to take a decision to join

the company.

- Workable Solution: They can be given a training

programme of short duration about power plant

operation and company’s performance along with the

plant visit to have a feel.

• GATE Coaching and awareness

- As the awareness about the GATE examination and

further career options was found to be low, there is a

need of GATE coaching at remote locations.

- Workable Solution:Providing GATE coaching and supply

of GATE material by the volunteered engineers from

NTPC to students in nearby colleges of NTPC under CSR

activities so that they will get awareness about GATE

examination enhancing their employability. This may

create a positive image of NTPC among them.

• Opportunity cost/sabbatical leave

- The opportunity cost of choosing a company is always a

decisive factor as there will be a loss of opportunity of

working in other industries or employers once a person

joins the organization.

- Workable Solution: A sabbatical leave may also be given

in different stages of the career similar to the present

scheme of sabbatical leave. This will fulfill the career

ambitions of some of the people with exploring diverse

options.

• Family welfare and growth

- Coming to remote locations will be a major concern to

employees worrying about the quality education of their

wards.

- Workable Solution: NTPC may take an initiative to

establish residential schools at major cities like Delhi,

Mumbai, Kolkata, Chennai etc or where our regional

head quarters are located in tie up with reputed

institutions like DPS, DAV etc exclusively for NTPC

children. This ensures the quality of children’s education

Attracting Talent at Remote Locations-workable Solutions

and learning even on employees’ transfers.

• Shopping mall/online shopping delivery

- The shopping mall/online shopping courier service is

necessary for meeting the demands of the Generation-Y,

Z which may also affect the selection of the employer of

choice.

- Workable Solution: It has to be ensured a reliable courier

service at NTPC locations tied up with Bluedart/ DTDC/

Professional couriers etc. so that goods purchased online

will get delivered and employees will have various

options to buy.

• Work-life balance

- The prime focus of the employees and the new

generation entrants is on the work-life balance. The

growing awareness among the generation-Y about this is

the classic example for this factor.

- Workable Solution: Along with the job, the extra-

curricular hobbies are to be encouraged by special

activities at recreation clubs. Family get-togethers are to

be arranged more frequently.

• TV ads such as Indian Navy

- Television is an effective medium to reach the masses

especially at rural and remote areas in which internet

may be not a viable option for ads.

- Workable Solution: Recruitment ads may be developed

and given through TVs such as Indian Navy ad inviting the

youth to join.

• Social networking group/mobile app

- As the Generation-Z is technical savvy, they are the

frequent users of smart phones and social networking;

this may be used for providing the necessary information

about the company.

- Workable Solution: Necessary alerts about recruitment

notification, GATE examination date and wishes for the

applicants on GATE examination etc can be shared

through the social networking groups and NTPC mobile

app which is equipped with all the useful information

about NTPC.

• Generation-Y vs. Generation-Z

- Most of the young ETs after joining NTPC are placed in

critical O and M areas as their energy & creative

characteristics are useful in facing the challenges. Thus,

the generation targets are mostly achieved with the

efforts put by the Generation-Y and probably the coming

Generation-Z.

- Workable Solution: Facilities, idea generation,

delegation for decision making, challenging projects,

process improvements etc., are to be given to the young

generations to build future leaders.

• Notifications with company information such as SBI

- Some companies such as SBI give most attractive

recruitment notifications which include the information

about the company to motivate the youngsters.

- Workable Solution: The NTPC ad may include relevant

company information andengaging headings and

taglines to catch the eyes of more people. A success story

of an employee sharing how his life changed after joining

NTPC may also be published with ad under the heading

“Employee speaks”.

• Branding

- Branding on Sustainability leads to Sustainable Brand

Image.

- Workable Solution: Global reporting Initiative and the

mandatory reporting of CSR as per the companies’ act

are some of the branding practices which may attract the

responsible youth to join the company with such a pride.

• NTPC success stories, stories from the heart etc.

- The inspirational and motivational success stories of

NTPC may enhance the commitment.

- Workable Solution: The success stories, stories from the

heart can be shared with a separate Life@NTPC section

in www.ntpccareers.net / www.ntpc.co.in as well as the

social media and a mobile app inviting people to know

more about NTPC.

7. Recommendations from other factors

• Date of recruitment notification/awareness

- Create awareness of NTPC recruitment notification and

its application procedure. Let us be the first to notify like

other companies such as HPCL, IOCL etc.

• Salary

- Communicate salary details in terms of Cost to Company

(CTC) giving clear details of allowances, perquisites,

26 Knowledge of evil is inadequate knowledge.

Attracting Talent at Remote Locations-workable Solutions

facilities and incentives etc. NTPC may also explore an

option of giving ESOPs (Employee Stock Options) to

employees on joining as a welcome gift which may

increase a sense of ownership and belongingness in

them.

• Foreign Tour

- Exploring opportunities to provide foreign tours for

trainings / hands on experience / study tours / paper

presentations etc.

• Spouse career

- At times, it has been observed that employee spouses

are equally qualified and well educated. NTPC may take a

STEP (Spouse Talent Enhancement Programme) ahead

and enhance their talent through various training and

coaching programmes aimed at increasing their

employability in NTPC.

• Internet and other provisions

- Apart from food, cloth and shelter, internet has become a

basic necessity nowadays and may be placed at the

bottom of Maslow's pyramid of hierarchy of needs.

Providing better internet connectivity at NTPC locations

will act as a key for attracting the Generation-Z to NTPC.

Providing other urban facilities will also be an attractive

proposition.

• Innovation cycle - adopting ideas in decision making -

delegation of power

- The Generation-Y, Z may be given an opportunity to

unleash their power with challenging tasks, delegation of

power which drives the creativity and innovation of the

young talent.

• Promotions and career growth

- Introduce a fast track career growth scheme wherein, a

double jump in grade may be given for exceptional

employees by conducting a separate talent test by a third

party. For e.g., an employee having BOE, Energy auditor,

Project management level-D/level-C, MTech or MBA etc.

at different grades may be given an opportunity of

appearing for a third party test thereby getting a double

promotion.

• Conveying wishes on GATE exam date

- It motivates the aspirants and develops a sense of

closeness with them.

Brains differ as much as palates. 27

• Environmental & pollution concerns

- A clean, green and peaceful environment at NTPC

locations on contrary to highly polluted and noisy

environment at cities/metros can be highlighted.

• Part-time MTech/MBA/PhD

- All the executive trainees recruited in NTPC are GATE

qualified and some of them may be interested to pursue

their higher studies. A tie up with local universities can be

introduced for fulfilling their interests or ambitions

allowing them to pursue their higher education in part-

time without affecting their job roles.

• College alumni association

- Employees may be encouraged to be a part of their

respective college alumni, participate in their alumni

meets and spreading a word about NTPC.

• Women talent-Diversity management

- Women are known to be idea makers. Increasing their

presence in our organization can lead to creative work

environment. Safety, security and supportive work

culture in NTPC can be illustrated through existing

woman employees to attract women talent and thereby

diversifying the workforce.

• Conducting sports and cultural events in colleges

- Conducting sports and cultural events in colleges enable

NTPC to spread its brand image among the Generation-Z

and to increase interest among them to know more

about our organization and to create a positive impact in

them.

• Survey with students from different colleges came for

projects

- NTPC may conduct surveys from students coming for

various projects so that to ascertain how it can become

attractive to them and getting the pulse of Generation-Z.

8. Conclusion

As there is a phase shift in Gen-Y to Gen-Z in the job seekers and

their expectations, there should be a paradigm shift in the process

of attracting the talent especially at remote locations. Thus,

igniting the minds of Generation-Y, Z (innovation) and adding fuel

(motivation) is essential to drive the continual improvement in our

Generation (Results) for the future generations (sustainability).

Attracting Talent at Remote Locations-workable Solutions

n Grit to Great, Linda Kaplan Thaler and Robin Koval tackle a Itopic which they felt is the real secret to their own success in

their careers and in the careers of many people they know or

have met. And that topic is the incredible power of grit,

perseverance, perspiration, determination and sheer stick-to-it-

tiveness. People are dazzled by the notion that there are some

people who get ahead, reach the corner office because they are

gifted or well-connected, or both. But research shows that people

in general, overvalue talent and intellectual ability in our culture.

The fact is, so many people get ahead- even the gifted ones-

because they worked incredibly hard, put in the thousands of

hours of practice and extra sweat equity and made their own luck.

‘Grit to Great’ teaches us all how to develop our grit quotient to

ensure that every goal is possible. It is an insightful guide to

achieving success in work and life, filled with real-life stories, tools

and techniques that can help us all live with more passion,

perseverance and resilience.” In the book, authors have explained

about how the foundation of success be developed in people since

their childhood. "Do your kids a favour. Stop telling them they’re

special. Your pride and joy won’t always be the smartest kids in the

room and they’ll eventually slam into a problem they can’t solve

on autopilot. Will they rise to the challenge or run away? Start

doing this instead. Praise your kids for their hard work and hustle.

Notice when they’re grinding it out and going the extra mile.

Encourage your kids to be the ones who are never outworked. And

put away the bubble wrap. Quit shielding your kids from

disappointment, rejection and failure. Your kids, and their future

employers, will thank you. A little failure goes a long way to

building grit and grit’s the best gift for kids.”

Emerging research suggests that there is far more to success in life

than natural ability and sheer talent. Passion and perseverance

matter more than talent or intelligence when it comes to being

successful. Taking the measure of a person’s grit is a more accurate

barometer of how successful he or she will be than any report card

or resume. So what’s grit? According to Kaplan Thaler and Koval,

grit is about sweat and character rather than swagger and

charisma. “Grit is the hard-fought struggle, a willingness to take

risks, a strong sense of determination, working relentlessly

toward a goal, taking challenges in stride, and having the passion

Dr. Disha Awasthi, Sr. Manager (HR), Kawas, NTPCdishaten@rediffmail.com

Book Review

Our second birth will take place when we become aware in us of entirely different effects of love.28

ISBN: 9780804139120Publisher: The Crown Publishing groupPublishing Date: 09/ 08/ 2015Pages: 160INR 399/-

and perseverance to accomplish difficult things, even if you are

wallowing in the most difficult circumstances.”

You get grit by being courageous, resilient, tenacious and a self-

starter. Most of us stand around saying something should be done.

The gritty few step up and get it done without fanfare. Grit’s a

scarce commodity in our confidence-boosting age of self-esteem.

Every kid gets a trophy while all the grown-ups meet or exceed

expectations on their annual performance reviews. We visualize

being a success without focusing on the years of slogging,

sacrifices and setbacks required to get to the top of our game. The

good news is that grit can be learned and it’s age agnostic. Kaplan

Thaler and Koval has offered up dozens of grit builders. Be willing

to go the extra 30 minutes every day. “You’d be surprised at the

edge you can develop by applying yourself for an extra half hour

on something – a goal, a skill, a job. A half hour each day adds up to

180 hours of extra practice a year.”

Quit following your dreams and instead set a specific goal, come

up with a game plan and start moving the yardsticks with small

wins. “While the dreamers are still sleeping, the doers are taking

victory laps, because they had the sense to wake up and get to

work. They put themselves in a grit state of mind.” For added

inspiration, Kaplan Thaler and Koval profile ordinary people

who’ve done extraordinary things thanks to grit. They show what

you can achieve through the virtue of hard work and resilience.

“Grit is the great equalizer in life, because anyone, at any time,

whatever their background or resources, can lay claim to it. It’s

been proven time and again that those individuals who

relentlessly and passionately summon their inner fortitude when

things get tough and scary; who tirelessly turn defeat into victory

thanks to their resilience; who turn roadblocks into initiatives; and

hold on with the fierce tenacity of a mother tiger to her cubs, are

the true winners in life.”

29Do not laugh, do not complain, and do not curse, but to understand

Book Review

In a book illustrated with a cornucopia of stories and the latest

research on success, the authors have revealed the strategies that

has helped them, and countless others, succeed at the highest

levels in their careers and professions, and in their personal lives.

They talk about the guts and courage necessary to take on tough

challenges and not give up at the first sign of difficulty. They

discuss the essential quality of resiliency. Everyone suffers

setbacks in their careers and in life. The key, however, is to pick

yourself up and bounce back.

Drawing on the latest research in positive psychology, they discuss

why optimists do better in school, work, and on the playing field

and how to reset that optimistic set point. They talk about

industriousness, the notion that Malcolm Gladwell popularized

with the 10,000 hour rule in his book Outliers. Creativity theorist

Mihaly Csikszentmihalyi believes- it takes a minimum of 10 years

for one's true creative potential to be realized. And the authors

explore the concept of tenacity - the quality that allows us to

remain focused and avoid distraction in order to get the job done -

an increasingly difficult task in today's fragmented, cluttered,

high-tech, connected world.

The authors have done a tremendous job of defining grit and

explaining how anyone can grow in develop their “grittiness.” It

also has “Grit Builders” at the end of each chapter - small steps

that will help take anyone from Gritty to Great. Grit to Great

provides a pathway to success, happiness and longevity with a

good balance between research data and personal stories. The

book is extremely relevant to people of all ages, at any point in

their careers or thinking about starting a new path.

Authored by: Warren G. Bennis

Management Books

Everything is either in itself or by something else30

Details of Books

• Paperback, 2009

• 304 pages

• Publisher: Perseus Books Group; 4th Revised edition (10 February 2009)

• ISBN-13: 978-0465014088

• INR 876/-

Why to readDeemed "the dean of leadership gurus" by Forbes magazine, Warren Bennis has for years persuasively argued that leaders are not born--

they are made. Delving into the qualities that define leadership, the people who exemplify it, and the strategies that anyone can apply to

achieve it, his classic work On Becoming a Leader has served as a source of essential insight for countless readers. In a world increasingly

defined by turbulence and uncertainty, the call to leadership is more urgent than ever. Featuring a provocative new introduction, this new

edition will inspire a fresh generation of potential leaders to excellence.

Details of Books

• Paperback 1998

• 256 pages

• Publisher: Perseus Books Group; Revised ed. edition

• ISBN-13: 978-0201339895

• INR 677/-

Why to readUncovers the elements of creative collaboration by examining six of the century's most extraordinary groups and distill their successful

practices into lessons that virtually any organization can learn and commit to in order to transform its own management into a

collaborative and successful group of leaders. Paper. DLC: Organizational effectiveness - Case studies.

Details of Books

• Paperback 2007

• 256 pages

• Publisher: Harper Business Second edition

• ISBN-13: 978-0060559540

• INR 339/-

Why to readIn this illuminating study of corporate America's most critical issue—leadership—world-renowned leadership guru Warren Bennis and

his co-author Burt Nanus reveal the four key principles every manager should know: Attention Through Vision, Meaning Through

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affecting many workplaces, companies have fallen trap to lack of communication and distrust, and vision and leadership are needed

more than ever before. The wisdom and insight in Leaders addresses this need. It is an indispensable source of guidance all readers will

appreciate, whether they're running a small department or in charge of an entire corporation.

31A true idea must agree with the object it represents

Management Books

Details of Books

• Paperback 2014

• 144 pages

• Publisher: John Wiley & Sons

• ISBN-13: 978-1118771648

• INR 1,525/-

Why to readIn Transparency, the authors a powerhouse trio in the field of leadership look at what conspires against "a culture of candor" in

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lightning–rod concept of "transparency" which has fast become the buzzword not only in business and corporate settings but in

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Together Bennis, Goleman, and Toole explore why the containment of truth is the dearest held value of far too many organizations and

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and the structural impediments that keep information from getting where it needs to go. This vital resource is written for any organization

business, government, and nonprofit that must achieve a culture of candor, truth, and transparency.

Details of Books

• Paperback 2010

• 264 pages

• Publisher: Perseus Books Group; 4th Revised edition edition

• ISBN-13: 978-0465018864

• INR 959/-

Why to readOver his distinguished career Warren Bennis has shown that leaders are made, not born. In Learning to Lead, written in partnership with

management development expert Joan Goldsmith, Bennis provides a program that will help managers transform themselves into

leaders. Using wise insights from the world's best leaders, helpful self-assessments, and dozens of one-day skill-building exercises, Bennis

and Goldsmith show in Learning to Lead how to see beyond leadership myths and communicate vision to others. With updates

throughout, Learning to Lead is both a workbook and a deeply considered treatise on the nature of leadership by two of its finest and

most experienced practitioners-and teachers.

Details of Books

• Paperback 2016

• 245 pages

• Publisher: Magna Publishing Co Ltd

• ISBN-13: 978-8178092362

• INR 175/-

Why to readGeeks and Geezers will forever change how we view leadership, but also how we reflect on our own formative experiences. Illustrated by

compelling interviews with extraordinary individuals the authors present a new model that predicts who is likely to become and remain a

leader and explain why others fail to rise to the challenge.

Details of Books

• Paperback 1990

• 191 pages

• Publisher: Jossey-Bass Inc.,U.S.; New ed of 2 Revised ed of edition

• ISBN-13: 978-1555422820

• INR 1,028/-

Why to readThis book shows how social forces, such as the sense of alienation from the governing powers and the increasing tension between

individual rights and the common good, are making it more difficult for true leaders to emerge. The book shows how leaders to develop

vision and authority to keep their organizations competitive in these turbulent times.

Management Books

Any idea that we are absolute, that is adequate and perfect, is true32

Details of Books

• Paperback 1999

• 236 Pages

• Publisher: Executive Excellence Pub

• ISBN-13: 978-1890009618

• INR 3371/-

Why to readCats, of course, won't be herded. And the most successful organizations in the 21st century won't be managed—they'll be led! The

answer to America's current leadership crisis is leaders (not managers) who recognize that "the only capital that really counts is human

capital." And whether readers are looking for a leader or looking to be a better one, Warren Bennis knows what it takes. Herding Cats

spells out the dilemma facing our leaderless society, details the qualities that successful leaders must have, and explores the challenges

that today's leaders must face as they move toward change. The 21st century will require leaders who can inspire and orchestrate change

rather than impose or simply react to it.

Details of Books

• Hardcover 2010

• 256 pages

• Publisher: John Wiley & Sons

• ISBN-13: 978-0470432389

• INR 1623/-

Why to readAn intimate look at the founding father of the modern leadership movement Warren Bennis is an acclaimed American scholar, successful

organizational consultant and author, and an expert in the field of leadership. His much awaited memoir is filled with insights about the

successes and failures from his long and storied life and career. Bennis� life and career have traversed eight decades of first–hand

experience with tumultuous episodes of recent history–from Jewish child in a gentile town in the 30s, a young army recruit in the Battle of

the Bulge to a college student in the one of the first progressive precursors to the civil rights movement to a patient undergoing daily

psychoanalysis for five years, and later a university provost during the Vietnam protests.

• Reveals the triumphs and struggles of the man who is considered the pioneer in the contemporary field of leadership studies

• Bennis is the author of 27 books including the bestseller On Becoming a Leader

This is first book to examine the extraordinary life of Warren Bennis by the man himself.

33We feel and know that we are eternal.

Management Books

Details of Books

• Paperback 1994

• 256 pages

• Publisher: Perseus Books; Reprint edition

• ISBN-13: 978-0201627145

• INR 800/-

Why to readThis collection brings together the best of Warren Bennis-essays spanning three decades and covering such revolutions as the

information explosion, Watergate, the emergence of Japan, and the collapse of the Soviet Union. A retrospective on the life and work of

one of America's most respected authorities on business leadership.

Details of Books

• Paperback 2007

• 224 pages

• Publisher: Harvard Business Review Press; First Trade Paper edition

• ISBN-13: 978-1422102817

• INR 409/-

Why to readToday's young leaders grew up in the glow of television and computers; the leaders of their grandparents' generation in the shadow of the

Depression and World War II. In "Leading for a Lifetime", Warren Bennis and Robert Thomas set to find out how era and values shape

those who lead. At the heart of this model are what the authors call "crucibles," utterly transforming periods of testing from which one

can emerge either hopelessly broken or powerfully emboldened to learn and to lead. Whether losing an election or burying a child,

learning from a mentor or mastering a martial art, crucibles force us to decide who we are and what we are capable of.

Details of Books

• Paperback 2008

• 192 pages

• Publisher: Jaico Publishing House

• ISBN-13: 978-8179925447

• INR 249/-

Why to readThis book shows how today lean organizations leverages the talents of senior managers to design faster, better, and more profitable

organizations through creative collaboration. These essays reflect the author's latest thinking and insights, showing how authoritarian

managers may be transformed into collaborative and creative leaders.

Music is good to the melancholy, bad to those who mourn, and neither good or bad to the deaf.34

Across

1. Human resource management was earlier called as?2. Compensations besides the salary provided to

employees to improve employee’s economic situation?3. A statement that describes what an organization does

that is different from others is called?4. A process in which a more experienced employee is

paired with a new comer or a less experienced worker to provide guidance, support and learning opportunities.

5. Process of determining the skills, abilities and other attributes a person needs to perform a particular job is referred to as?

6. This method is generally used to collect employee opinions about the factors which affect morale and their effect on personal objectives. Name this method.

7. How many signs does a stop sign have?8. The best quality tool used for gathering information

about a specific problem is called?9. One of the fastest growing approaches to recruiting

today is called?

Down1. A formal systematic appraisal of the qualitative and

quantitative aspects of an employee’s performance is called?

ACROSS:1. Personnel Management2. Perks3. Mission Statement4. Mentoring5. Development6. Questionnaire Method7. Eight8. Ishikawa Diagram9. Internet

DOWN:1. Performance Evaluation

Human Resource at a Glance

Office Jokes

Office JokesOffice JokesOffice JokesMy Boss didn’t come into work today. He called this morning and said, he was having a vision problem.

When I asked what was wrong, he replied, “I just can’t see myself at work today”.

Have you ever noticed that your boss is the only one who watches the clock during the coffee break?

A realty salesman had just closed his first deal, only to discover that the piece of land he had sold was completely under water.

“That customer’s going to come back here pretty mad,” he said to his boss. “Should I give him his money back?”

“Money back?” roared the boss. “What kind of salesman are you? Get out there and sell him a houseboat.”

The boss was complaining in our staff meeting the other day that he wasn’t getting any respect. Later that morning he went to a local card and novelty shop and brought a small sign that read, “I’m the

Boss”. He then taped it to his office door.

Later that day when he returned from lunch, he found that someone had taped a note to the sign that said, "Your wife called, she wants her sign back!"

My son is proof that anyone can be successful enough

to drive a BMW or Mercedes. And besides, he looks so cute in his

valet parking attendant uniform.

Key• ACQUISITION

• APPRAISAL

• AUDITING

• MAINTENANCE

• MANAGEMENT

• MOTIVATION

• PAYROLL

• PERSONNEL

• PLANNING

• RECOGNITION

• RECRUITMENT

• RESOURCES

• RETENTION

• TRAINING

Word S

earch

35

37

Management CartoonsManagement Cartoons

All the cartoons are contributed by Mr. Adil Maila, Chief Executive, The Firm.

Forum appreciates his creativity and generosity

Happy Retirement!

You fulfilled all your professional ambitions, Now is the time to achieve your personal aspirations.

Retirement is the start of life's golden phase. Give your childhood dreams one final chase.

Shri R. S. Mina, Former Director (Personnel), NHPC who had been associated with Power HR Forum

for past 8 years has superannuated.

The Forum wishes you all the luck and happiness on your retirement. Enjoy the rest that's overdue. Take pleasure in

the finer things that are awaiting you.

New Joinee Induction

39

Shri Nikhil Kumar Jain

Shri Nikhil Kumar Jain, Director (Personnel), NHPC & Member- Forum, possesses a

distinguished academic career and has done his B.E. (Industrial Engineering) from IIT

Roorkee in 1985 and LLB from Delhi University in 2010. He joined the Indian Railways as an

Indian Railways Personnel Services Officer in 1988. He has worked at different levels in the

Railways and also as GGM (HR) in IRCTC and as Executive Director in the Ministry of

Railways. Prior to joining NHPC, Shri Jain had been working in the capacity of Director

(Personnel) of Air India Ltd. since 2012.

Forum welcomes you and is grateful to have you as one of our Governing Body Members.

Varnika Phukela

Varnika Phukela, young and energetic, has joined Power HR Forum in November, 2016.

She holds a Masters of Science in Natural Resource Management, and Bachelors in Life

Sciences. She has worked on a wide range of sustainability projects during her academic

period. Being fond of nature, she has great concern for Green HR Management. AS a

working member of the Forum, she is responsible for all kinds of publications and

networking with member organizations.

The Forum welcomes you whole heartedly!

40

Baruch Spinoza All quotes shared in the Journal are credited

to Baruch Spinoza. He was a Dutch philosopher who lived from 1632 to 1677.

Theme for the next power people journal, April to June, 2017 is “ BEST HR PRACTICES” you are requested to

share you experiences, articles on the same theme at powerhrforum@gmail.com

Give Your Ability and Experience a Chance to Reach Out

BackgroundPower People is a leading management journal published by Power HR Forum with the objective to share the unique and embedded knowledge of management professionals in every walk of life to improve the competitive position of both professionals and organizations.

The journal publishes:• Practical articles that describe effective practices of leading companies;• Reports on new theories that have the potential to advance strategy

development and implementation;• Interviews with corporate leaders about their view point in new

developments and on issues/tools related to better corporate performance;

• Case studies in dealing with any HR problem in any organization;• Review of leading literatures/best sellers;• Management quiz, humor; and• New developments / happenings that are a source of concern or learning.

The Journal shall be published four times a year.

Author RequirementsThe editor requires articles to be submitted initially via e-mail to powerpeople@outlook.com. You can also submit your articles to: Power HR Forum Secretariat, At: Power Management Institute, 5- 14, Sector 16-A, NOIDA- 201301

While submitting the article please ensure the following:• Please categorize your article under one of these classifications: Research

Paper, View Point, Concept Paper, Case Study, Literature Review, Survey Reports.

• Your articles should be between 1000 and 3000 words for concept papers, research papers, view points, case studies, and survey reports and between 350-1000 words in case of Literature Review.

• All authors should mention their e-mail address and contact details including telephone number plus a professional biography of 30-40 words.

• Authors should submit an abstract structured into six sub-headings: Purpose, Methodology, Approach findings, Research limitations/ implications if applicable, Practical implications, if applicable and the originality and value of the paper. Maximum words for this section shall be 250.

• In addition, please provide up to six key words that capture the principal topics of the paper.

• The article's sub-heads should be short. Only the first word should be capitalized.

• Please present each figure and table on a separate sheet of paper, gathering them together at the end of the article. Distinguish between figures (diagrams) and tables (statistical material) and number them in separate sequences, i.e., ̀ Figure 8' and ̀ Table 8'. Please use short and crisp titles and headings in tables and figures. The units used should be stated and the source should be stated at the foot of the table. Notes relating to the table should be placed after the source. Give reference of each figure or table in the text itself (e.g., `as shown in Figure 2'), as well as indicate the margin where the figure or table should go (`Fig. 2 near here'). Ensure that all words, place names, etc. in the tables and figures are spelt in exactly the same way as they are in the text. Lay out parallel tables in similar ways using similar wording. Ensure that the units of measurement are stated and check any totals or averages.

• Exhibits should convey important information that is not duplicated in the text of the article. They should be in black and white with minimum shading and numbered consecutively with succinct captions. The exhibits should be provided electronically and their proper place in the text should be indicated, i.e Exhibit 1 goes here. Artwork should be either copied or pasted from the original software into a blank Microsoft Word document or saved and imported into a blank Microsoft Word document. Artwork may be submitted in the following standard image formats: .psd, .pdf, and

.tif, .gif, .jpeg, .bmp or in any other format can be converted to above mentioned format and should be of at least 300 dpi and at least 10cm wide. Further, it is crucial that all text in the artworks corresponds to the text of the article in spelling and style.

• Please obtain permission to reproduce any figures or photographs that are not your own copyright. Similarly, permission may be required for quotations beyond the limits of ̀ fair dealing'.

• References embedded in the text or in the anthropological style for example `(Moon 1994)' or `(Moon 1994: 45)' (Note: page numbers in the text are necessary only if the cited portion is a direct quote). Citations should be first alphabetical and then chronological, for example `(Moon 1994; Sandee 1995, 1997; Zander 1993)'. More than one reference of the same date for one author should be cited as ̀ (Moon 1994a, 1994b)'.

• Book reviews must contain the name of the author and title/sub-title of the book reviewed, place of publication and publisher, date of publication, number of pages and price. Please follow the style: Stephen R. Covey, Principle-Centred Leadership: London: Simon and Schuster Ltd., 1992, 326 pp., $29.95. The text of the reviews should also be typed in double space. Books reviewers must also provide their affiliation and designation and complete mailing address.

• Endnotes should be used where necessary and must be identified in the text by consecutive numbers, and listed at the end of the article.

• Article for the Journal should be original contributions and should not be under consideration for any other publication at the same time.

• Authors submitting articles for publication warrant that the work is not an infringement of any existing copyright and will indemnify the publisher against any breach of such warranty.

The Reviewing ProcessThe editors of Power People have extensive experience in the field of management. The submitted articles will be reviewed by a team of top level industry practitioners/senior academicians at prestigious business schools and other authorities. The final decision whether and when to publish is at the discretion by the editor.

Copyright PolicyPrior to publication authors may provide the Managing Editor of Power People written permission to copyright their article. The author provides this permission to Power People by signing the Journal Article Record form available in www.powerhrforum.org. This enables the publisher of Power People to distribute the author's published research via a number of means to a wide range of readers to take advantage of new technologies as they rise, to distribute and store the author's work and to protect the authors from copyright and moral rights violation.

Power People does not restrict the author's right to reuse or distribute their own work. Authors who assign their copyright to Power People retain unlimited free reproduction rights for their own work. Authors do not give up their rights to use, republish or reproduce their work for course notes in another journal or as a book chapter, or electronically include in their own/institutional website subject to acknowledging first publication details. Authors who publish their article with Power People are not required to seek its permission with regard to subsequent use of their own work.

Final Publication of the ArticleOnce an article is accepted, a final version of the manuscript will be prepared for publication. The Managing Editor will supervise the editing process in coordination with the author. In order to be published each article must be accompanied by a completed and signed Journal Article Record Form available online at www.powerhrforum.org or on request from the editor. The final manuscript prepared by the editor and shared with the author will be considered to be the definitive version of an article. Before final publication the author, if desires, will have an opportunity to review it to ensure that it is complete, grammatically correct and without spelling or typographical errors. For a detailed guideline in this regard please visit.

www.powerhrforum.org

Your article in “Power People” shall now reach an audience covering all employees in Indian Power Sector, leading PSUs in other sectors, students and faculties in reputed business schools.