Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
(MBA)
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DECLARATION
Varanasi, AKTU, hereby declare that the project report on “EXECUTION GUIDELINES
I further declare that it has not been submitted elsewhere by any other person in any of the
SHWETA DWIVEDI
Date: 18/06/018
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ACKNOWLEDGEMENT
The satisfaction and euphoria that accompany the successful completion of any task would be
incomplete without he mention of the people who made it possible and whose constant
I extend my gratitude to Mr. Rajeev Pathak who gave the valuable time to answer my queries.
I am deeply indebted to him, without his help this report would not have been a possibility.
Also my gratitude to all my colleagues at my institute for their valuable advice and moral
Thanking you.
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CONTENT
1 Abstract 6
2 Introduction 5-10
6 Objective 51
11 Limitation 81
13 Findings 93
14 Suggestions 94
15 Conclusions 95
16 Appendix 96-100
17 Bibliography 101
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ABSTRACT
This project report attempts to examine the effects of job rotations and employees’
performances in the organization. It was mainly concerned with assessing, evaluating, and
ascertaining the overall impact of job rotation on productivity, improvement of skills, talents,
and correction of irregularities. The report reveals that; there is a significant and favorable
relationship between job rotation and an employee performance. That the skills and
knowledge acquired from a job rotation enhances productivity, and that job rotation assists
that job rotation should be practiced and management should build a viable and up-to-date
internal control system, and that employees found wanting in wrong acts should be punished
accordingly.
Job Rotation is a management approach where employees are shifted between two or more
assignments or jobs at regular intervals of time in order to expose them to all verticals of an
organization. It is a pre-planned approach with an objective to test the employee skills and
competencies in order to place him or her at the right place. In addition to it, it reduces the
monotony of the job and gives them a wider experience and helps them gain more insights.
Job rotation is a well-planned practice to reduce the boredom of doing same type of job every
day and explore the hidden potential of an employee. The process serves the purpose of both
the management and the employees. It helps management in discovering the talent of
employees and determining what he or she is best at. On the other hand, it gives an individual
a chance to explore his or her own interests and gain experience in different fields or
operations.
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INTRODUCTION
The project is all about designing a job rotation policy for the organization TATA POWER
AND TATA POWERS SOLAR. The organization believes in developing its internal pool for
leadership roles in it. To achieve this, it is important for the officers to have exposure and
This is applicable to all officers in the management stream in work levels of ME, MD, MC
and on the permanent rolls of Tata Powers and select group companies- CGPL, MPL, IEL,
TPTCL, TPREL, TPSSL, CTTL, PTL, and many other company which may be incorporated
create & provide such opportunities to officers at different career stages aimed to build their
managerial & domain knowledge & expertise across core & adjacent functions within job
families. Width & depth of experience acquired & consolidated by individual officers over a
period of time leads to creating a talent pool which is ready to lead various aspects of
In addition to class room & other conventional learning methods as means of capability
building, development by way of job rotation, job enrichment and coaching on the job are
important measures being pursued for accelerated learning & growth of the talent pool within
the organization.
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This policy aims at creating avenues & opportunities for wider segments of officers to
pursue career & learning options as per their interest which also addresses the medium &
long term talent needs of the organization. The policy also targets at continuously upgrading
the knowledge & competencies of the talent pool to keep it at cutting edge of the
1. Job Rotation
Job Rotation involves systematic & planned movement of employees from one to the other
role with change in elements / location of the job. It presents an opportunity to perform
different jobs, which enriches skills, experience and ability to perform different jobs
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ii. Movement within Finance & Accounts i.e. from Accounts to Treasury & vice versa d. Any
3. Eligibility
An officer must have spent a minimum of 3 years in a particular role to be eligible for Job
Rotation across functions / locations through IJPs and minimum 2 years in the role for
Planned Job Rotation within the function. However, administrative transfers contingent upon
Job Rotation of an officer may take place through one of the following channels
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a. Opportunities Within [OW]:
In case of an approved vacancy in a team, it's advertised through OW for awareness of all
concerned officers. Based on the interest of individual and subject to meeting eligibility
criteria individuals may apply against the OW Position. Selection against the position is
carried as per standard process and the outcome is shared with all concerned. Detailed
i. Internal Job posting advertisement will mention the grade / work level of the position being
advertised. IJPs will be released for roles in Work Level MC, MD and ME.
iii. All applicants will be communicated status / outcome of the selection by concerned
iv. Selected officer is deemed as released to new role on completion of 45 calendar days from
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b. Job Rotation based on Organizational Requirement:
As per organization requirement / restructuring, officers may be identified for specific roles
the movement will be released. While deciding such changes, the overall career path / growth
of the officer and impact of proposed change will be one of the key determinant of the
decision.
Officers in work level ME/MD, who have spent minimum 2 years in a particular role may be
considered for a job rotation / enrichment within the function based on business requirements
of the function. The concerned Head of Department, SBU Head and concerned Head -
Business HR will review the tenure of officers once a year and work out a plan for the
changes. Planning / execution of the changes must be carried in a manner to ensure business
continuity without disruption as well as to maximize the learning & professional growth of
growth, it is desirable that officer gains exposure to diverse roles and varied work
environment adding to the overall capability and learning. Accordingly officers must be
encouraged by respective managers, HODs and SBU Heads to undertake diverse roles in
related areas. A series of successful assignments will lead to readiness of the officer for
higher levels of responsibility. If the selected officer is one grade lower than the grade of the
notified position, placement will be made in the current grade and (s)he will be considered for
promotion in the annual cycle based on eligibility & merits as per standard process
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INDUSTRY OVERVIEW
Sector: Energy
“Tata Power Solar Systems Limited manufactures and distributes solar photo voltaic
products. The Company offers solar components for rural and urban markets. Tata
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Corporate Information
Phone: 91-80-6777-2000
Fax: 91-80-6777-2252
Web url:www.tatapowersolar.com
Board Members
Key Executives
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TATA GROUP PROFILE
Founded by Jamsed ji Tata in 1868, the Tata group is a global enterprise headquartered in
India, comprising over 100 independent operating companies. The group operates in more
than 100 countries across six continents, with a mission 'To improve the quality of life of the
Tata Sons is the principal investment holding company and promoter of Tata companies.
Sixty-six percent of the equity share capital of Tata Sons is held by philanthropic trusts,
which support education, health, livelihood generation and art and culture. The revenue of
Tata companies, taken together, is ~$100 billion. These companies collectively employ over
695,000 people.
Each Tata company or enterprise operates independently under the guidance and supervision
of its own board of directors and shareholders. There are 29 publicly-listed Tata enterprises
with a combined market capitalisation (India) of about $144.79 billion (as on March 28,
2018). Tata companies with significant scale include Tata Steel, Tata Motors, Tata
Consultancy Services, Tata Power, Tata Chemicals, Tata Global Beverages, Tata
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Many Tata companies have achieved global leadership in their businesses. For instance, Tata
Communications is the No1 international wholesale voice provider and Tata Motors is among
the top ten commercial vehicle manufacturers in the world. Tata Steel is among the top 10
best steelmakers and TCS is the second-largest IT services company in the world by market
cap and profit. Tata Global Beverages is the second-largest tea company in the world and
Tata Chemicals is the world’s third-largest manufacturer of soda ash. Employing a diverse
workforce in their operations, Tata companies have made significant local investments in
different geographies.
With its pioneering and entrepreneurial spirit, the Tata group has spawned several industries
of national importance in India: steel, hydro-power, hospitality and airlines. The same spirit,
coupled with innovativeness, has been displayed by entities such as TCS, India’s first
software company, and Tata Motors, which made India’s first indigenously developed car,
the Tata Indica and the smart city car, the Tata Nano. Pursuit of excellence has similarly been
manifested in innovations like the SilentTrack technology developed by Tata Steel Europe
and the next-generation Terrain Response, including infrared laser scanning to predict terrain
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The Tata Trusts, majority shareholders of Tata Sons, have endowed institutions of science
and technology, medical research, social studies and the performing arts. The trusts also
education, healthcare and livelihoods. Tata companies themselves undertake a wide range of
social welfare activities, especially at the locations of their operations, as also deploy
Going forward, Tata companies are building multinational businesses that seek to
The Tata group comprises over a 100 operating companies spread across six continents. Find
Nelco
Tata ClassEdge
Tata Communications
Tata Elxsi
Tata Teleservices
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Tata Teleservices (Maharashtra)
Infiniti Retail
Landmark
Tata AG
Tata Coffee
Tata Sky
Tata UniStore
Titan Company&Trent
TASEC
Tata Technologies
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Financial Services
Tata Capital
Manufacturing
JAMIPOL
NatSteel Holdings
Rallis India
Tata Ceramics
Tata Chemicals
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Tata Chemicals North America
Tata Cummins
Tata International
Tata Metaliks
Tata Motors
Tata Petrodyne
Tata Pigments
Tata Steel
Tayo Rolls
Promoter companies
Tata Industries
Tata Sons
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Realty & Infrastructure
JUSCO
Powerlinks Transmission
Tata Power
Tata Projects
TRF
Voltas
Services
Indian Hotels
mjunction services
Roots Corporation
Taj Air
Tata Limited
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Tata International AG
Tata NYK
Tata Services
TM International Logistics
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Overview Tata Power is India’s largest integrated power company with a significant
India and a presence in all the segments of power sector, viz Fuel & Logistics, Generation
India namely “Tata Power Delhi Distribution Limited” with Delhi Government for
distribution in North Delhi, ‘Powerlinks Transmission Ltd.’ with Power Grid Corporation of
India Ltd. for evacuation of Power from Tata hydro plant in Bhutan to Delhi and ‘Maithon
Power Ltd.’ with Damodar Valley Corporation for a 1050 MW Mega Power Project at
Jharkhand. It is one of the largest renewable energy players in India and has developed the
country’s first 4000 MW Ultra Mega Power Project at Mundra (Gujarat) based on super-
critical technology. Tata Power has signed a Distribution Franchisee Agreement (DFA) with
Ajmer Vidyut Vitran Nigam Limited (AVVNL) and formed a Special Purpose Vehicle (SPV)
“TP Ajmer Distribution Limited” (TPADL), to cater to the power requirements of customers
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OUR VISION
To be the most admired and responsible Integrated Power Company with international
MISSION
To earn affection of customers by delivering superior experience and value, thereby making
Executing projects safely with predictable benchmark quality, cost and time.
Growing profitably across the power value chain and allied areas, in focus geographies.
Being the lead adopter of technology with a spirit of pioneering and calculated risk taking.
Practicing ‘Leadership with Care’ by pursuing best practices on Care for our Environment,
Community, Customers, Shareholders, People and creating a culture that will reinforce our
values.
Enable employees and associates to achieve and unleash their full potential to deliver
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OUR VALUES
Safety:
Safety is a core value over which no business objective can have a higher priority
Agility:
Empowering Employees.
Care:
Care for Stakeholders - our Environment, Customers & Shareholders - both existing and
potential, our Community and our People (our employees and partners) .
Respect:
Ethics:
Achieve the most admired standards of Ethics, through Integrity and mutual Trust.
Diligence:
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Do everything (set direction, deploy actions, analyse, review, planing and mitigate risks etc)
with a thoroughness that delivers quality and Excellence - in all areas, and especially in
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OUR JOURNEY
Tata Power’s journey over a century has been a fascinating saga of pioneering
initiatives; responsible business practices that have a minimal impact on the environment;
In its quest to deliver sustainable energy, the Company is spreading its footprint
Its focus on building lasting and trusting relationships with its customers, partners and
employees and the legacy of caring for its communities, remains the bedrock of its
sustainable power. It hopes to inspire efficient use of energy and endeavour to educate our
customers, and the world, about the benefits of implementing energy conservation practices.
It is committed to developing its business in a way that adds value to its local
energy management.
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INDIA’S LARGEST, MOST RELIABLE AND EFFICIENT,
INTEGRATED
Tata Power is India’s largest integrated power company with a significant international
presence in all these gments of power sector, viz Fuel & Logistics, Generation (thermal,
India namely “Tata Power Delhi Distribution Limited” with Delhi Government for
distribution in North Delhi, ‘Power links Transmission Ltd.’ With Power Grid Corporation of
India Ltd. For evacuation of Power from Tata hydro plant in Bhutan to Delhi and ‘Maithon
Power Ltd.’ With Damodar Valley Corporation for a 1050MW Mega Power Project at
Jharkhand. It is one of the largest renewable energy players in India and has developed the
country’s first 4000MW Ultra Mega Power Project at Mundra (Gujarat) based on super-
critical technology.
Tata Power has signed a Distribution Franchisee Agreement (DFA) with Ajmer Vidyut
Vitran Nigam Limited (AVVNL) and formed a Special Purpose Vehicle (SPV) “TP Ajmer
Distribution Limited (TPADL) ,to cater to the power requirements of customers in Ajmer for
a period of 20 years.
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OUR INTERNATIONAL PRESENCE IN ENERGY SECTOR
Tata Power is looking to aggressively expand its global operations and has already made its
foray into some key developing segments and markets. Here is a glimpse of its
international portfolio:
Indonesia:
Tata Power has 30% stake in Indonesia’s leading coalcompany - PT Kaltim Prima Coal
(KPC) and has entered into an off take agreement with KPC.
SouthAfrica:
Tata Power and Exxaro Resources, a South Africa-based diversified resources company.
Based in South Africa, Cennergi will focus on the investigation of electricity generation
projects in South Africa, Botswana and Namibia. The initial project pipeline focuses on
renewable energy projects in South Africa and Cennergi’s strategy is to create a balanced
portfolio of generation assets. Cennergi Pty. Ltd. The Company’s JV in South Africa,
Wind Farm. The commercial operations of95.17 MWTsitsikamma was also achieved.
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Singapore:Coalsupply, shipping and tradingTata Power incorporated Trust Energy
securitise coal supply and the shipping of coal for Tata Power’s thermal power generation
operations. Its areas of business include ship owning/chartering and operating; investment in
Bhutan:Hydro presence: Tata Power has a JV with the Royal Government ofBhutan,
under which it has commissioned the126 MW Dagachhu Hydro Project with Druk Green
Power Company. Both units of 63 MW each have been commissioned in March 2015
400 MW GeorgiaHydroProject
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Tata Power, through its subsidiary Tata Power International Pte Ltd, has signed an
agreement with Clean Energy Invest AS (Clean Energy) and IFC InfraVentures (IFC) for
developing hydro projects in Georgia for sale of power primarily to Turkey. The hydro
MW and would be developed in three phases. In June2013, the Company acquired 40%
through its 100% subsidiary, Adjaristsqali Georgia LLC. The company has synchronised
study of 115 MW Koromkheti project, other development activities are in progress for the
LongPhu2PowerProject,Vietnam
2013 with the Ministry of Industry and Trade, Government of Vietnam, for developing
the 1200 MW Long Phu 2 coal fired power project in Soc Trang Province of Vietnam on
Build, Own and Transfer basis. The Company successfully submitted the Detailed Project
Report as per the regulations in Vietnam in July 2014, in line with the timelines mentioned in
the MoU. The Company has also successfully carried out a coal logistics study for the said
project.
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KEY MILESTONES
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1915:Firsthydroelectricpowergeneratingstationcommissionedat
Khopoliwithaninstalledcapacityof40MW,whichwas subsequentlyupgradedto72MW.
1922:CommissionedanotherhydropowerstationatBhivpuriwith
aninstalledcapacityof40MW,subsequentlyupgradedto72MW.
1927:ThirdHydropowerstationof90MWcapacitycomesupatBhira,whichwassubsequentlyupg
radedto150MW.
1956:Tomeettheincreasingdemandofelectricity,amajorthermal
powerstationof62.5MWcapacityiscommissionedatTrombay.
1957and1960:Twomorethermalunitsofsimilarcapacityi.e.62.5MW,commissionedatTromba
y.
1965:Fourththermalunitof150MWcapacitycomesonlineatTrombay.
1984:India’sfirst500MWgeneratingunitwithmulti-fuelburning
capabilityiscommissionedatTrombay.
1990:Second500MWthermalunitcomesupatTrombay.
1994:Agas-based180MWcapacitycombinedcycleplantis commissionedtoprovidequick-
startcapacitytoTrombayThermal
Stationandtoensurereliableanduninterruptedsupplyforessential servicesinMumbai.
1996:The150MWPumpedStorageUnitatBhirawas
commissioned.67.5MWThermalPowerPlantatJojobera (Jharkhand)comesintoexistence.
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2000:TheTataHydro-ElectricCo.Ltd.,TheAndhraValleyPower
SupplyCo.Ltd.,andtheTataPowerCo.Ltd.,areamalgamatedto becomeoneentity-
TheTataPowerCompanyLimited.120MW JojoberaUnit#2iscommissioned.
2001:81.3MWDieselGeneratorbasedplantsetupatBelgaum, Karnataka.
2003:TataPowerentersintoajointventurewithPowerGrid
CorporationofIndiaLtd.,todevelopa1200Kmlongtransmission
linetobringelectricityfromBhutantoDelhi.
2004:TataPowerfloatsawhollyownedsubsidiaryforthepower
tradingbusiness,knownasTataPowerTradingCo.Ltd.
2005:Unit#4of120MWcapacityatJojoberaiscommissioned.
2006&2007:TataPowercompletestheacquisitionof30%equityin
IndonesianCoalMines,PTKaltimPrimaCoal(KPC),andPTArutmin
Indonesia,aswellastradingcompaniesfromPTBumiResources.
MinistryofCoalhasallottedMandakiniCoalBlockinOrissajointlyto
TataPower,JindalPhotoandMonnetIspat;andTubedCoalBlockin
JharkhandwithHindalco.The50.4MWKhandkeWindFarmProjectis
completedin3rdquarterofFY08.
2008:Unit1of2x45MWPhaseofHaldiaProjectissynchronised
withthegrid.The250MW(Unit#8)expansionprojectatTrombayis commissioned.
2009:The120MWPowerHouse#6atTataSteelWorks,Jamshedpur
iscommissionedon27thAugust2009.
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2010:The120MWUnit#5atJojoberaiscommissioned.
2011:3MWMulshiSolarPlantiscommissionedinMaharashtra
2011:Unit1ofthe1050MWMaithonJointVentureProjectwithDamodarValleyCorporationcom
missionedandstabilized.
2012:25MWMithapur(Gujarat)solarplantiscommissioned.
2012:1050MWMaithonPowerProjectiscommissioned.
2012:Acquires26%stakeinlargeminesatPTBaramultiSuksessaranaTbk(“BSSR”),Indonesia
2013:TataPowerhasimplementedthefirst4000MWUltraMega
PowerProjectofIndiaatMundra,Gujarat,basedonsupercritical
technology.All5Units(Units1,2,3,4and5)havebeen commissioned.
2014:TataPowerexitsfromIndonesiancoalminePTArutminIndonesia.
2014:Acquires39.2MWWindfarmnearDwarka,JamnagarinGujarat.
2014:Commissioned28.8MWSolarPowerProjectatPalaswadiinMaharashtra.
2014:CompletesCommissioningof32MWWindfarmprojectinMaharashtra.
2015:TataPower’sJoint-VentureMaithonPowerLimited(MPL)
CommencesflowofenergytoKeralaonaLongTermAgreement basis.
2016:TataPower’sJoint-Venturecommissions120MWItezhiTezhi
hydroPowerProjectinZambia.
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TataPowerinnovateswithToshibaandCargill,todesignand
developIndia’sfirstPadmountSubstation.
TataPowercompletes100yearsofoperation.CennergiannouncesthecommencementofCommer
TataPowerarmsignsSharePurchaseAgreement(SPA)toacquireWelspunRenewablesEnergyPr
ivateLimited.
2017:TataPowerRenewableEnergycommissions100MWwind farminAndhraPradesh.
TataPowerexecutesDistributionFranchiseeAgreement(DFA)for
electricitydistributioninAjmerCity.
2018:TataPowermakesMumbaiElectricVehicleReady;setsup
strategicadditionalEVChargingstations.TataPowerRenewableEnergyLtd.commissions50M
Wsolarplant inKarnataka.
years.
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OTHER BUSINESSES
Tata Power Delhi Distribution Limited [TPDDL] is a joint venture between Tata Power and
the Government of NCT of Delhi with the majority stake being held by Tata Power (51%).
TPDDL distributes electricity in North & North West parts of Delhi and serves a populace of
6 million. The company started operations on July 1, 2002 post the unbundling of the
erstwhile Delhi Vidyut Board (DVB). With a registered consumer base of 1.44 million and a
peak load of around 1704 MW, the company's operations span across an area of 510 sq kms.
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TATA POWER TRADING COMPANY LIMITED (TPTCL)
TPTCL is a wholly owned subsidiary of The Tata Power Company Limited. Tata Power
Trading has been at the forefront in shaping India's vibrant power trading market. With
access to Technical, Managerial and Financial resources of its parent company, it is uniquely
equipped to provide an unmatched range of services, customer care and complete payment
security for its customers, at the most competitive rates. As an extremely well knit
organization, it has domain expertise in all the segments of Power Trading whether it be
Administrative functions.
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TATA POWER SOLAR
Tata Power Solar: Founded in 1989, the company was originally formed as a joint venture
between Tata Group and British Petroleum Solar (BP Solar), is now a 100% subsidiary of
Tata Power. They operate in three distinct segments †“manufacturing of solar cells &
modules, EPC services for solar power projects and creating innovative solar products.
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As one of the largest solar manufacturers in India, Tata Power Solar operates world-class
manufacturing unit in Bangalore, with a production capacity of 300 MW of modules and 180
MW of cells. They have shipped more than 840 MW of the world-class modules globally.
Tata Power Solar provides complete EPC solutions for solar power plants of kilowatt to
megawatt scale to utilities, industrial, commercial & residential markets. They deliver
customized solutions for sectors ranging from education and banking to healthcare and
telecommunications, along with specialized solutions for BIPV, hybrid systems, railways,
defence and offshore platforms. Having commissioned more than 250 MW of ground-mount
utility scale and 112 MW of rooftop and distributed generation projects across the country,
Tata Power Solar is the leading player in the solar EPC industry.The company has developed
innovative solar solutions for both urban and rural markets - these include the Dynamo range
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TATA POWER RENEWABLE ENERGY LIMITED
TPREL is a wholly owned subsidiary of Tata Power. TPREL is Tata Power's primary
investment vehicle for clean and MW, comprising 847 MW wind and 932 MW solar and 120
MW of waste heat recovery capacity located in the states of Maharashtra, Gujarat, Madhya
Pradesh, and Rajasthan. The company is also in the process of implementing nearly 400 MW
of renewable power projects at various locations. TPREL is seeking to grow its renewable
portfolio in India and in select international markets through organic and inorganic
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opportunities. With the acquisition of Wels pun Renewable Energy Pvt. Ltd., and the project
pipeline, TPREL's portfolio grows to about 2.1 GW making it the largest Renewable Energy
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COMPANY PROFILE:-
Founded in 1989, Tata Power Solar Systems was originally formed as a joint venture between
the Tata group and British Petroleum Solar. It is now a 100 percent subsidiary of Tata Power.
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The company operates in three distinct segments — manufacturing of solar cells and
modules, engineering, procurement and construction (EPC) services for solar power projects
As one of the largest solar manufacturers in India, Tata Power Solar operates a world-class
180MW of cells. The company has shipped more than 840MW world-class modules globally.
AREAS OF BUSINESS
Tata Power Solar provides complete EPC solutions for solar power plants of kilowatt to
megawatt scale in the utilities, industrial, commercial and residential sectors. The company
delivers customised solutions for sectors ranging from education and banking to healthcare
and telecommunications, along with specialised solutions for BIPV, hybrid systems, railways,
defence and offshore platforms. Having commissioned more than 250MW of ground-
mounted utility scale projects and 112MW of rooftop and distributed generation projects
across the country, Tata Power Solar is the leading player in the solar EPC industry.
The company has developed innovative solar solutions for both urban and rural markets —
these include the Dynamo range of off-grid and on-grid rooftop solutions and Saawan solar
water pumps.
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Location
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JOB ROTATION PROGRAM AT TATA POWER
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“Execution Guidelines for Job Rotation Program for
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Job rotation is an approach to management development where an individual is moved
through a schedule of assignments designed to give him or a breadth of exposure to the entire
operation.
Job rotation is also practiced to allow qualified employees to gain more insights into the
processes of a company, and to reduce boredom and increase job satisfaction through job
variation.
The term job rotation can also mean the scheduled exchange of persons in offices, especially
in public offices, prior to the end of incumbency or the legislative period. This has been
practiced by the German green party for some time but has been discontinued. At the senior
linked with succession planning - developing a pool of people capable of stepping into an
existing job. Here the goal is to provide learning experiences which facilitate changes in
thinking and perspective equivalent to the "horizon" of the level of the succession planning
THE NEED
All individuals think from time to time about the future, and want to feel a sense of direction
in their working lives. Some individuals want to ‘get on’ in conventional hierarchical terms.
Some individuals want other things from their careers, like the chance to do something new,
or the ability to combine more flexible work patterns with our other commitments and
interests.
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In the current scenerio it is become all the more important in an EPC industry to have Job
Rotation as the employee at projects sites starts feel the pressure of emotional and
intellectual drain if they are at one role or site for long time and as a result the attrition rate
goes high from these these functions, the health of the employee deteriotes and eventually the
productivity of the organizatin as a whole goes down. Also the employees in Engineering and
Procurement department feels limited growth for themselves of the reason that they are
limited to one fucntion for long time and do not get exposure to other work areas.
We see a similar kind of trend with Tata Power Solar where employees at site and functions
like Engineering and Procurement feels the same and in various discussion forums it has
come out that the monotny of the Job in one fuction is touching the glass cealing. Employees
feels that what is there for them if they spend number of years in the same function.
Keeping in view the concerns with the employees in these functions, we have made the Job
Rotation program to improve movement between different tasks, at fixed periods of time or
as per need. We intend to roll out this program for the benefits not only the employees by
preventing medical issues, eliminating boredom and increasing job satisfaction but also the
Job Rotation For lower management levels job rotation has normally one of two purposes:
promotability or skill enhancement. In many cases senior managers seem unwilling to risk
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instability in their units by moving qualified people from jobs where the lower level manager
is being successful and reflecting positively on the actions of the senior manager. Many
military jobs use the job rotation strategy to allow the soldiers to develop a wider range of
THE MEANING
It is important to know the meaning of Job Rotation with purpose to implement. Job rotation
is the technique used by employers on their employees to rotate their assigned jobs
throughout their employment. Job Rotation is a management approach where employees are
shifted between two or more jobs at regular intervals of time in order to expose them to all
Job Rotation requires an employee to take an honest look at his or her career goals, skills,
needed knowledge, experience, and personal characteristics. Job Rotation requires the
employee to make a plan to obtain what is necessary in each of these areas to carry out his or
An ‘effective’ career discussion is one that brings positive value to the individual – so
‘effectiveness’ is in the eye of the ‘receiver’. However, effective conversations benefit the
organization.
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A ‘receiver’ is an individual employee getting career support through a conversation with
someone else.
Functional competencies describe the knowledge, skills and/or abilities required to fulfill
Job rotation involves the movement of employees through a range of jobs in order to
Job rotation can improve “multi-skilling” but also involves the need for greater training. In a
sense, job rotation is similar to job enlargement. This approach widens the activities of a
For example, an administrative employee might spend part of the week looking after the
reception area of a business, dealing with customers and enquiries. Some time might then be
spent manning the company telephone switchboard and then inputting data onto a database.
Job rotation may offer the advantage of making it easier to cover for absent colleagues, but it
may also reduce' productivity as workers are initially unfamiliar with a new task.
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Job rotation is seen as a possible solution to two significant challenges faced by business:
2) Employee motivation
3) Skills shortages occur when there is a lack of skilled individuals in the workforce.
4) Skills gaps occur when there is a lack of skills in a company’s existing workforce which
THE OBJECTIVE
To define and publish role based Job Rotation for key roles in Engineering, Procurement and
Large Projects Execution functions and thereby provide career avenues to top and high
performers with potential for long term continuity and high engagement within the
organization.
To express organization’s interest in investing in its potential talent to groom them for
Exposing employees to verticals important for them for their career progression.
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Developing a wider range of work experience for an individual to stay connected with
• It provides the employees with opportunities to broaden the horizon of knowledge, skills,
and abilities by working in different departments, business units, functions, and countries.
• Assessment of the employees who have the potential and caliber for filling the position Job
rotation.
WHEN TO USE IT
. • To motivate and challenge an individual who has been on a job for a long time.
HOW TO USE IT
• Link job rotation to the organization goals and individual learning needs.
• Establish expectations and learning goals with the individual before the job rotation
. • Check with the individual periodically to ensure expectations are being met.
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• At the end of the job rotation, meet with the individual to discuss lessons learned, how
these lessons can be applied to the individuals current jobs
MERITS
• Lateral transfers may be beneficial in rekindling enthusiasm and developing new talents.
DEMERITS
• Development costs may shoot up when trainees commit mistakes, handle tasks less
optimally.
• Assessment of the employees who have the potential and caliber for filling the position.
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• It provides the employees with opportunities to broaden the horizon of knowledge, skills,
• Job rotation can lead directly to the accelerated development of new members of staff
fliers.
Job Rotation is likely to raise intrinsic reward potential of a job due to different skill and
abilities needed to perform it. A worker becomes a broader based versatile worker due to job
rotation. Management gets the benefit of job rotation because workers become competent in
several jobs rather than only in one job. Staff adjustment in different department is possible
Due to job rotation, the organization stands to gain because of the versatility of its employees
who develop skills due to job rotation. It develops a common culture because of wide and
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• Worker becomes competent in several jobs:
Due to job rotation, workers know about a variety of jobs. It also facilitates personal growth
of employees and makes the workers more useful and valuable to the organization. The
organization stands to benefit as the workers become competent in several jobs. As and
result, the management gets employees who can perform a variety of tasks to meet
inter-departmental co- operation. Employees understand each other’s problems properly and
• Motivates employees:
Job rotation technique is used for motivating employees in the organizations. It is suggested
as a motivational strategy.
• Reduce Boredom:
Job rotation reduce boredom and disinterest among employees. Due to job rotation, a given
employee performs different jobs of more or less the same nature. The employee gets some
job rotation develops and wide range of skills among employees. It broadens knowledge and
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Job rotation, unlike a typical management assignment, is a work change by mutual
agreement wherein the employee, who is generally not in the supervisory chain of the
position, takes on a new role for some period of time agreed to in advance by the parties. The
ideal situation for a job rotation is one that is cross-divisional or cross-departmental. It is not
intended to be a vehicle for promoting employees into a position. Successful assignments can
• Increased teamwork
POLICY:
In its continuing efforts to improve the quality of the work environment, retain high
performers, and provide greater accountability and leadership opportunities for employees at
all levels, the college will facilitate approved job rotation assignments in related and
unrelated areas. Such assignments will provide educational and learning opportunities
designed to improve employee job performance and develop employee potential in current or
prospective positions consistent with the college’s mission and strategic initiatives.
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Employees desiring a job rotation assignment will develop a plan for its execution. The
assignment will be contingent on the approval of the supervisor(s), including the department
head, of the department(s) affected. Job rotation assignments do not impact or change the
basic terms and conditions of employment and may be terminated for any reason, at any time,
by management. The parties to the job rotation assignment must agree to the Plan’s
conditions and terms prior to its effective date. Some of the factors to be considered are
workload, organizational priorities, existing talent, and budgetary constraints. Due to the
many variables associated with the design of a Job Rotation Plan, employees are encouraged
to consult with the Human Resources Office (HRD) regarding specific proposals utilizing the
following checklist
Solid performance in current job is important because the opportunity to learn new skills
through a job rotation assignment is predicated on the assumption that employees have
mastered the Skills required of their current position. Employees in a probationary status or at
Has the employee documented current job processes and procedures in a manner that will
enable another employee to assume those tasks without undue loss of efficiency and customer
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service? A Plan that fails to adequately address how the work will be accomplished in the
employee may identify an opportunity for job rotation through exchanges utilizing existing
staff. Defining the plan includes how the work will be accomplished and by whom. It
Plan Approval:
Rotations that cross departments necessitate the support of management in both areas. Stating
the benefits to each and articulating in detail how the work will be accomplished without
significant loss of quality is critical to gaining acceptance of the Plan. All Plans must be
approved by HRD.
Check with HRD for input as needed. Salary adjustments may or may not be triggered by the
Job Rotation Plan depending on current responsibility, salary level, and the nature of the new
assignment.
Timing:
State when the proposed job rotation assignment will begin and end.
Performance Evaluation:
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The employee will be evaluated by the gaining supervisor on performance at the completion
of the assignment. This evaluation will be included in the employee’s subsequent annual
performance evaluation.
Salary Adjustments:
Any salary adjustments made as a result of the job rotation will be reversed when the
affected employee(s) return to their prior duties. Annual performance evaluations and pay
increases tied to those evaluations will be applied to the annual salary in effect preceding the
In the first phase, job rotation is being rolled out for three key functions identified in the
Employees with P25& above ratings in the PMS cycle will be eligible
Receiver is the employee and Giver is the Immediate Manager and HR Head.
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THE FRAMEWORK: PROCESS AND GUIDELINES
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JOB ROTATION FRAMEWORK
A Job Rotation for a position can move horizontally or vertically within/across job family.
1. Level & number of functional competencies attained for the desired position
An illustration of a Job Rotation for Lead Engineer – Large Projectsis listed below. (For
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Path 1 Path 2
60 percent and 80 percent competencies required of the role where the employee is willing to
move at the same level and upward movement respectively.In the similar fashion all three
departments has to look for employees whom they can allocate for new leanings in other two
departments. The minimum number of employees to start with is 10% of employees from the
Effective Job Rotation discussions have a number of positive and practical outcomes for
individuals. Research has shown that the most important results of effective Job Rotation
• A clearer sense of job role direction – not necessarily a detailed job rotation but an idea of
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• Increased confidence and motivation among the employees – an emotional impact, which
Several of these outcomes also have positive impacts on the organization. After an effective
career discussion, the employee is likely to need to do something concrete to follow up the
discussion.
So, effective Job Rotation discussions can help employees, but how do they help the
business?
We can identify six main strands in the business case for positive Job Rotation and therefore
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Conducting Effective Career Aspiration Discussions with Employees
One of the key steps to having impactful Job Rotation discussion is to ensure that the talent
within the organization is aware of what is being done to manage and develop them; as well,
it is vital that company leaders are aware of the employee's individual growth and
development aspirations. This can be accomplished through a Job Rotation discussion. This
should be a formal and focused conversation that occurs between a ‘Giver’ and a ‘Receiver’
that centres on the employee's growth and development aspirations as well as the potential
positive movement that is available for that employee within the organization.
In order to make this conversation most productive and impactful, there are some key
questions that ‘Givers’ should ask the employee as well as ask themselves.
To prepare for the conversation, ‘Givers’ should first pose the following questions to
themselves and be prepared to share this information with the employee during the
conversation.
The response should focus on the highest level that you, the leader, believes the employee
can reach inside the company and the indicators (drive, willingness, performance) that you
have seen which demonstrate that the employee can get there.
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2. What do I think the employee needs to do to get there?
This response should focus on the additional training (perhaps leadership training or specific
function inside the organization) that the employee will need to advance to this ultimate
potential.
This answer should highlight the strengths that the employee brings to the table and should
This response is about the shorter-term development goals as opposed to what was referred to
in question two. This might be something such as "needs additional senior level exposure" so
others inside the organization get to know this individual, or "needs presentation skills
training".
The response here should focus on realistic next assignment and the timing of when it is
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likely to happen. When sitting down with the employee to have the conversation, it should be
time that is uninterrupted and set-aside specifically for that person. It is important for the
conversation to be interactive so, as leaders pose questions to their employees, they should
refer to their own self-questions and interject their thoughts throughout the discussion to keep
interactive.
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LITERATURE REVIEW
JOB ROTATION
After having presented the necessary fundamentals of need for change in job role in the
preceding section, this section will elaborate on the reference point of the research project,
i.e. job rotation. For that, the first section will present different views on job rotation and lay
the basis for the understanding of need for Job Rotation embraced in this study. As
relationships between employees and their aspiration needs that they expect from the
organisation are to be analysed, the job rotation phenomenon will be detailed, for job
Job Rotation –
Refers to models for continuing education andTraining where the unemployed are
systematically trained and educated toSubstitute for employed workers while theygo into
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ORIGINS OF JOB ROTATION
Since late 1980’s Job Rotation has been developed and mainstreamed as an active labour
THEORETICAL VIEW
As a tool to address change and promote adaptability & mobility in the labour market
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Why developing job rotation a win win win creating situation?
Provides training & further qualifications for employees – strengthening their position
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What does Job Rotation Offer Employers?
Job Rotation is a highly flexible concept & can adapted to the individual companies involved
The ability to release employees for staff development/further training using Job Rotation
means that companies avoid production losses while their employees are under-going training
Job Rotation provides employees with further training to improve their qualifications
Specialist training reinforces employees links with the labour market and strengthens
Rotation also provides the employee with an opportunity to take part in team building
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Unemployed Pre placement training objectives
personal growth
Increase levels of self esteem and a more optimistic outlook for the future
possible
Program Briefing
Team Building
Manual Handling
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Assertiveness
Communication Skills
Presentation Skills
Career Planning
To be able to effectively advise, support and guide the unemployed participants on the
programme
Coaching styles
Build on their team working capabilities in order to achieve group goals through
synergy cooperation
negotiation skills
Undergo formal training and assessment in key safety driving skills through Nifast
Undergo food safety and hygiene training tailored to their role in Freshways
This study helps the organization to understand the pros and cons of Job rotation like-
. • Its effect on productivity and motivation of employees. This study also helps us to
understand:
A study on Job Rotation of employees at Tata Power Solar System Limited has sn Immense
competition in the industry has given rise to measure effectiveness of job rotation. In an
organization the employees come and work, to achieve their economic objective. However
it’s being observed that in addition to economic objectives the employees also demand
certain social objective. Hence, Tata Power Solar System Limited division has been taken up
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RESEARCH METHODOLOGY &
ANALYSIS OF DATA
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INTRODUCTION
Research Design is needed because it facilitates the idea about the employees and research
A Research Design arrangement of condition for collection and analysis of data in a manner
that aims to combine relevance to the research purpose with economy in procedure.
• Explorative Research.
• Descriptive Research.
• Experimental Research.
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OBJECTIVES OF RESEARCH:-
a) Developing a wider range of work experience for an individual to stay connected with the
c) Exposing employees to verticals important for them for their career planning and
progression.
d) To define job role based on job rotation for the different parts of organization in
TYPE OF RESEARCH:-
On type of research design, this has as its primary objective the provision of insight into and
the development of hypothesis rather than their testing. In this project I have used
Research is the process which is to be done for performing actions .it is to finding of the
larger body of research. It must be of high quality of knowledge that is applicable outside of
research setting with the implications that go beyond the group that has participated in the
research. So each and every one we cannot take but I covered almost more employers for the
While deciding about the method of data collection to be used for the study, the researcher
should keep in mind two types of data i.e. Primary and Secondary data.
PRIMARY DATA:-
The primary data are those which are collected a fresh and for the first time and thus happen
tobe original in character. There are many methods of collecting primary data are as follows
Questionnaire
Observation
means of collecting data. Besides there are many advantage of preparing questionnaire.
ADVANTAGE
Can be used as a method in its own right or as a basis for career development and
Relatively Cheap
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PLAN OF ANALYSIS
. • The data is interpreted for getting results required for the research study.
• The tabulated data is shown in the form of various Graphs for better understanding
The fact that the questions themselves often have more direct relevance to the work
The study is confined only to employees of Tata Power Solar System Limited.
Therefore the results and conclusion of study is may not be applicable to other areas.
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DATA ANALYSIS AND INTERPRETATION
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1. Job rotation broadens the knowledge of employee?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Interpretation: From the following figure we can interpret that majority of the employees
agreed that job role change broadens the knowledge. Around (40+20)% agrees where as
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2. Job rotation is related to increasing employee performance level?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Interpretation: From the following figure we can interpret that employees strongly agrees
that job rotation increase employees performance level. Around (20+40)% employees are
agreed
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3. It does not lead to stress while shifting the new job?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Interpretation: from the following interpretation we can say that shift to a new job role bring
any stress according to 30% of the employees. Around (30+10)% are disagreed.
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4. It helps in career planning and progression of employee?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Interpretation: From the above figure we can interpret that job rotation leads to career
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5. It leads to avoidance of frauds?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Interpretation: From the above figure we interpret that job rotation can avoid frauds
according to max. no. of employees. Around (40+20)% employees agreed with this.
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6. It has no effect on your personal life?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Interpretation: Job rotation may or may not bring change to personal lives of employees.
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7. It is not a frequent interruption in employee's work life?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Interpretation: from the above figure we can interpret that job roation frequently interrupt
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8. Degree of differentiation exists w.r.t. different job?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Interpretation: From the following figure we can interpret that job rotation bring
differentiation among employee work environment .Around 40% employees agrees with it.
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9. It has no effect on the relationship between you and your superior as well as with
colleagues?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Interpretation: From the above figure we can interpret that relation with superior and among
the employees are changed with change in job role. Around (30+15)% agrees with it.
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10. It is process of managing talent?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Interpretation: More than 30% of employees believe it manage talent. Around (30+20)%
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FINDINGS:
Job rotation concept should be followed in TATA POWER SOLAR SYSTEM SYSTEM.
1. Majority of the employees are aware of the concept job rotation. This is a good
development.
3. Due to job rotation employees can enhance their knowledge and skills.
4. Job rotation is a good motivator. Job Rotation builds positive growth among employees.
5. Due to job rotation employees can enhance their knowledge and skills in different sections
of engineering, procurement and large projects.
6. Job Rotation helps the employees to come out of their monotonous work.
7. It provides the employees with opportunity to broaden the horizon of knowledge , skills
and abilities by working in different departments, business units, countries and functions.
8. Job rotation can be always perform to satisfactory level, if all the adequate information is
available to the employees. 83% of employees feels job rotation results in job satisfaction.
9. Job rotations contributes career satisfaction by sharing “good and bad” assignments and
10. The members of the organization take active interest and feel personally responsible for
the work they do. It clearly indicate about the peoples commitment and involvement
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SUGGESTIONS
After conducting a study on job rotation among the employees at “TATA POWER SOLAR
SYSTEMLIMITED”. I have identified some facts based on questionnaire and interview. Job
Only some of the employees are actively participating in job rotation, management
Proper training must be given to employees before putting them on a rotational basis.
Employee council should solve the work related problems of employees as early as
possible.
The efforts of employees are not recognized to greater extent so it has to be improved.
concept.
Job rotation program should result in improvement in quality of work, job satisfaction
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CONCLUSIONS
Findings and suggestions are based on the survey conducted and these points are to be looked
into and steps are to be taken in this regard for higher growth
over all development program. It can be more effective than regular training for executives
because the opportunity presents a large enough challenge and the practical experience give
Considering the above analysis done in Tata Power , it can be observed that employees are
Employees responded that the organization is good place and the employees at Tata Power
feels more responsible and accountable for the work they do.
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APPENDIX
[A research is done to know the employees current job status and their
experience in a new job area and various career progress they made with
the job rotation policy designed in the organization of Tata Power Solar
System Limited.]
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
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2. Job rotation is related to increasing employee performance level?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Strongly Disagree
Disagree
Neutral
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Agree
Strongly Agree
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Strongly Disagree
Disagree
Neutral
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Agree
Strongly Agree
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
9. It has no effect on the relationship between you and your superior as well as with
colleagues?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Strongly Disagree
Disagree
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Neutral
Agree
Strongly Agree
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BILOGRAPHY
References of books
Websites
https://www.tatapowersolar.com
https://www.tatapowersolarsystemlimited.com
http://shodhganga.inflibnet.ac.in/
www.scribed.com
www.slideshare.net
https://www.academia.edu
www.marketresearch.com
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