Human Resource Management

Practices at the National Power

Corporation (NTPC) in India
Presented By:Mohd Tarique Khan
(65)
Mohd Sharukh Khan
(67)
Muhammad Khan Deshmukh
(73)
Royston Viegas
(84)
Taukeer Shaikh
(105)
Tejas Kadam

NTPC
(National Thermal Power Corporation
Limited)

NTPC was set up

in the year 1975

Total ownership of NTPC rested

with Government of India

In 1987-1988, NPC was first to start a

Memorandum of Understanding

In 1991, it experienced severe liquidity crisis and

improper

employee morale

In 1994, NTPC set up with CENPEEP with

assistance of USAID

In 1996, the chalked out an ambitious plan for the

period 1997-

2012

In 1997, the GOI conferred the status of

Navratna on NTPC

Hereafter, the company could make its

investments and borrowing decisions without
consulting GOI

NTPC increased its power generation from 11,000

MW to 19,435 MW in the year 1999-2000

In July 2003, the company launched a complete

organizational transformation exercise named

In October 2004, NTPC made an initial public offer

of 432.915 million equity shares

With this GOI shareholding in NTPC was reduced

to 89.5%

As on March 31, 2005, the installed power

generation capacity of NTPC was 23,749 MW,
around 19% of Indias installed capacity

The company had four subsidiary companies

- NTPC Vidyut Vyapar Nigam Limited
- NTPC Hydro Limited
- NTPC Electric Supply Company Limited

Organizational Culture

Best managers joining

the company

Strict deadlines for the

projects

Performance driven work

culture for the employees

Participation and
participatory culture

Training & Development

Power Management Institute

Employee Development Centres

Simulator Centres

Planned Interventions

Training & Development

Theatre Workshop

Yoga

Corporate Social Responsibility

Mentoring "Ankur"

Sports

HR Practices
They had vision of
becoming one of
worlds best power
utilities

Their aim is making

employees as family

The company has

four main pillars

It recruited mainly at
entry level post

They did not usually

hire from premium
institutes

They gave more

Impact of employee training

effort

Attrition rate was reduced from 1.41 (1994) to

0.17%(2003-04)

Companys overall performance increased

First public sector to start Memorandum of

Understanding
(MOU)

World Bank applauded the company for its

financial
management record

It increased employee productivity

Many of its top managers were awarded

Unique features

NTPC believed in People first philosophy

Reimbursement for childrens educational

expenses and scholarships

Healthcare to employee and their families and

subsidized canteen and transportation facilities

The company had 17 in-house project hospitals

and 58 empanelled hospitals

Workforce Rationalization

Professional Circles

Quality Circles

Business Minds

Knowledge Management in NTPC

Limitations of HR policies and

practices
Training and development
Performance appraisal
Employees welfare, health
and social security
Employees participation

Challenges faced by HR at

NTPC
Recruitment
Career Advancement And Opportunities
Rewards And Recognitions

A Great place to work

Third best employer for TWO consecutive years

Bagged The Golden Peacock National Training Award

Received HR Innovative Practices Award in the

organization category

Reasons

Succession Planning

Developing potential Successors

Job Rotation
Overseas Assignments

Increasing the efficiency through employee

engagement

Satisfying both, The Internal as well as the

External customer

Continued

Recruiting the Right people

Healthy working conditions

Making people work towards a common goal