Write Back Time Management

Learning Curve Temporary Staffing

Value Page Good Conduct

Whats Inside !

VALUE PAGE

MY DVC MY VOICE
PERSPECTIVES
Chief Patron Shri R.N.Sen
Chairman DVC

Patron Shri A.Mallik

Director (HR) _________________ Editors Abhijit Sen Assistant Manager HR Ajit Kumar Management Trainee HR

LEARNING CURVE

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June - 2013

Damodar Valley Corporation

Monthly HR Newsletter

PERSPECTIVES

Balanced Scorecard

Every organisation recognises the importance of measuring: as well as providing the means of monitoring the achievement of the organisations strategy, it is a vital means of communication and motivation. That, at least is the theory! In reality many organisations have yet to successfully implement a performance measurement system that adequately fits the bill. They focus on financial performance and pay the price: Most financial indicators are backward looking - it has been likened to steering the ship by watching the wake Financial performance tends to be measured over the short term and induce short term fixes Financial measures alone cannot communicate the organisations strategy and priorities to its managers and staff. What managers increasingly need is a performance measurement capability that supports a long term, forward thinking strategic view across the entire organisation. They need a performance measurement framework that provides a view across a range of measures that encompass all of the key issues for continued financial success. A measure framework that itself helps improve performance by changing what people do, one that: Communicates priorities and direction Focuses on improving processes, not functions Aligns operational activity with strategic goals Provides the necessary leverage for change

The benefits of such an approach can be financially dramatic.

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Financial Perspective The Balanced Scorecard encourages organisations to identify their specific financial objectives and link the corporate strategy to these objectives. The financial objectives serve as the focus for the objectives and measures of the other three perspectives. Every measure should be part of a cause-and-effect relationship that culminates in improving long term sustainable financial performance. The Balanced Scorecard is an illustration of the strategy, starting with the long term financial objectives and then linking them to the customer focused initiatives, internal operational processes and investments in employees and systems that combine to produce the desired economic performance. Clearly it is important to get the right measures. For although it is peoples decisions and actions that change performance, measures set the goal, and the old adage you get what you measure is still true today. Leading organisations are now finding new financial measures, as well as the nonfinancial measures.

Customer Perspective
The driver of financial success, except in a few rare cases, is customer satisfaction. Satisfied customers mean retained customers, and referrals and new business. How an organisation performs from its customers point of view is clearly a top priority for management. It is important however to focus again on the right type of satisfaction, and particularly, whose satisfaction. All businesses have their best customers, the ones that deliver the maximum contribution to the specific type of financial measure which matters most to them. All businesses also have their average customers, and also the customers whose money they just can not turn away, but in reality cost the business too much to service, are perhaps never quite satisfied, and frankly, the business would be better off without. To maximise financial return then it is the customer satisfaction of the target customer profile which should be addressed. Customer satisfaction measures that reflect the issues that really matter to these customers need to be developed. From these, the key objectives, and measures, for what the company does can be established. Internal Operations Perspective Delivering customer satisfaction is achieved through the operational activities of the company. Through the Balanced Scorecard framework customer focused measures can be supported by measures of the internal processes that are most critical in meeting the target customers expectations. The objectives and measures for this perspective thus enable a focus on maintaining and improving performance of those processes that deliver the objectives established as key to satisfying customers, which in turn satisfy shareholders. With this approach, the Balanced Scorecard offers a vehicle to focus on a complete value chain of integrated business processes rather than just measuring performance within departmental structures. It is this that represents one of the major opportunities for benefits that the Balanced Scorecard can provide over traditional departmental performance measurement systems. This top-down value-chain process can reveal entirely new areas within the business processes where an organisation can gain advantage. The effect can be phenomenal; a reduction in process costs of 1% when combined with an identical reduction in wastage can typically deliver an increase in profits of over 15%. Innovation and Learning Perspective The adage our people are our greatest asset has been honoured more in the breach than the observance in all too many organisations. It is an issue that managers cannot afford to ignore, however. The operations of the organisation are undertaken by the people within it. The ability, flexibility and motivation of staff underpins all of the financial results, customer satisfaction and operational activities measured in the other quadrants of the Scorecard. Customer expectations are constantly changing and organisations are, as a consequence, required to make continuous improvement. This relies heavily on an organisations ability to innovate, learn and improve at an individual level, which collectively delivers the result for the whole organisation. That everything else eventually depends upon the staff of an organisation could suggest that the ultimate single indicator of long terms sustainable success, if there were such a thing, would be the speed at which the organisation can learn to do new things successfully. Ref: The Balanced Scorecard (R. Kaplan and D. Norton, Harvard Business Review 1992) MY DVC MY VOICE 3

WRITE BACK
Time Management
The art of managing time is today considered to be of much importance. As all of us are passing through new millenium.We have to be more and more vigilant about the most scarce resource of today, that is time. Importance of Time

Plato called time the image of eternity Imm Kant felt that it had no real existence outside human mind.. Einstein designated it as fourth dimension Arnold Bennet called it the inexplicable raw material of every thing. Napoleon said ask me for anything but time Faith Baldwin called time a dress maker specializing in alterations.

Time management- Samay Sanyam a) Spirituality teaches one how to manage his time. b) Mahakal symbolizes the deity controlling the time. c) In Indian culture it is taught since beginning that each morning is new birth and each night going to bed one has to feel like new death. d) Meditation- Contemplation on how to utilise our each and every moment of twenty four hour time should be an essential practice for all of us. Habits of most effective Group Leaders: 1. Ability to do it now. 2. Ability to delegate to most qualified person. 3. Willingness to take time to support and encourage. 4. Ability to shift out critical issues for decisions. 5. Refusal to waste time on the impossible. 6. Possessing a real sense if timing. 7. Projecting oneself into future.

Yesterday is gone. Tomorrow has not yet come. We have only today. Let us begin. Mother Teresa By RAM ANUJ TIWARI ENGINEER ( E ) C.L.D. ,DVC, MAITHON MY DVC MY VOICE 4

Annual DVC Talent Championships 2013

Themes Unit level: Green Power from Clean Power-A march towards renewable sources of energy. Corporate Level: Business Process Reengineering {BPR) for organizational renewal and growth. Eligibility Rules: 2-4 executives per team including the team leader, participants must belong to same project/unit/office. Any number of teams can enter subject to a maximum of 30 participants in each unit to be decided on a first come first serve basis. Only one winning team from each project/plant shall compete for the corporate level competition. Path to Championship

Formation of teams

Registration & submission of written presentations

Oral presentation

Champion

Oral Presentation at Corporate

Winners at the unit level

Important Dates for unit level competition:

Registration of teams Oral Presentations 17.06.2013 to 28.06.2013 06.08.2013 to 12.08.2013 Submission of presentations written 01.07.2013 to 16.07.2013 22.08.2013 to 30.08.2013

Forwarding the name of winning team to HQs

Important Dates for Corporate level competition: Oral presentation and award ceremony: 10.09.2013 at HQs Awards Corporate level competition Winning team: Shield/Trophy for the team plus Rs 10,000 + certificate for each member. Other participants: Medal and participation certificates. Unit level competition Winning Team: Rs 5,000 for each team member. Other participants: Books and certificates.

For Further illustration please refer to Office Order No: HR/Talent Championships-12/787 dated 10th June, 2012. Input: Shri Ajit Kumar , Management Trainee -HR
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LEARNING

CURVE

Temporary staffing: The fastest growing HR trend

A temp is a temporary worker with an organisation who is on a third-party (staffing company) payroll. A well-accepted norm in global companies, many large Indian organisations are now hiring a part of their workforce from employee leasing firms. The reason is not too difficult to guessas organisations focus on their core business strengths in a highly competitive environment, the non-core functions are outsourced. The manpower for the latter is provided by the employee leasing company. The contracts can range from three to six months, and there are no hassles normally associated with recruiting and retaining people.
It is a known fact that most companies prefer temporary staff to permanent ones, furthermore there is a growing trend of outsourcing non-core functions to outsourced staff. These range from accounts, frontoffice, sales, marketing and back-end operations. Types of services offered Employee leasing companies offer a plethora of staffing solutions to their clients.. It includes: 1. Temporary staffing: Enabling the client to respond to short-term temporary and/or flexible manpower needs with specific skill set requirements or for supplementing the workforce. These services could be of a part-time, full-time or job sharing nature. Temporary-to-permanent services: The client can hire associates as temporary employees for a trial period of employment; after a satisfactory trial period, a company has the opportunity to add a temporary worker to its permanent staff.

2.

3.
4.

Long-term contract: Corporates can opt to enter into assignments for long-term and indefinite periods of time.
Managed services: Outsourcing companies provides the onsite management of the contingent workforce at the client facility. It retains the responsibility for the supervision of the leased employees as well as the accountability for the results of the facility or function that have been leased.

Different from body shopping

Many often confuse employee leasing with body shopping. Temping cannot be compared with body shopping as the former requires a much higher level of involvement by the outsourcing partner with the leased associates in order to manage and retain them. It is also not possible for traditional search firms to offer the specialised services normally provided by an employee leasing company. The temping route requires specialised talent at the senior level. While traditional placement companies approach business in a transaction mode; workforce suppliers need to devote bandwidth through its people and process teams in servicing customers (the client and leased associates) on a recurring basis. The future Temporary staffing is expected to grow exponentially in the country, in the near future. It is the quality and ease of availability of manpower that would define the role employee leasing organisations stand to play, not only in non-core functions but also certain core business areas of organisations.It is imperative for outsourcing partners to move from only employee leasing to complete end-to-end activity management. It is also necessary for outsourcing partners to be equipped with vertical and functional specialisations, with key differentiators customised to the Indian employment scenario.In a recruitment market where the concept of full-time employment is increasingly becoming a thing of the past, temporary staffing is emerging as the viable option. MY DVC MY VOICE 6

Value Page
THE NEIGHBOR
Javed Ameli, a worthy disciple of the great Sufi saint Mulla Nasruddin, was having his dinner when someone knocked at his door. A servant from the saint appeared and said: "Your master has sent for you to come immediately. He has just sat down for his dinner but refuses to eat until he sees you." Javed immediately left his dinner and rushed to Mulla Nasruddins residence. Just as he entered, the master looked disapprovingly at him and said: "Javed Ameli! You have no fear of Allah! Don't you feel ashamed in front of Allah?" Javed racked his brains, but could not remember doing anything to incur the wrath of the saint. He bowed humbly and said: "My master may guide me where I have failed." Mulla Nasruddin replied: "It is now a week that your neighbour and his family are without wheat and rice. He was trying to buy some dates from a shop on credit but the shopkeeper refused to grant him any more credit. He returned home empty-handed and the family is without a morsel of food." Javed Ameli was taken by surprise. "By Allah", he said, "I have no knowledge about this." That is why I am displeased all the more! thundered the Sufi saint, How can you be unaware of your own neighbours plight? Seven days of difficulties have passed and you do not even know about it. Well, if you had known and ignored him despite your knowledge, then you would not even be worthy to be called a human being" the Mulla said. Then he instructed him to take all the dishes of food before him to his neighbor. "Sit with him to eat, so that he does not feel ashamed. And take this sum for his future ration. Place it under his pillow or carpet so that he is not humiliated, and inform me when this work is completed, for not until then shall I eat. REFLECTION The greatest service of all is service to others

GOOD CONDUCT
A story from the time of Lord Buddha: Once the Buddha, while camping near a city, was paid a visit by the local king who brought his young son along to seek the blessings of the Lord. The king was greatly concerned about his son, who was prone to sudden fits of rage. Thinking that Buddhas counsel would help his son, he sat down with the boy among the other devotees and joined in their prayers and listened attentively to the Buddhas sermon. After the discourse, Lord Buddha called the boy and asked him to eat a few leaves from a nearby plant. They were very bitter and the boy grew angry and spat out the leaves. Soon the familiar fit of rage overcame him and he pulled the plant out of the ground and trampled it under his feet. The Buddha asked him, Tell me, son, why you did that. The young prince said, Even now, when it is so young, the plant is filled with so much bitterness. When it grows into a tree, it will become poisonous. Therefore I destroyed it. The Lord smiled at him and replied, You will also grow up and one day become king. You are filled with so much anger at such a tender age; after becoming a ruler what kind of treatment could your subjects expect from you? Will you not become poisonous for them? If they could foresee this, would not they give you the same treatment as you gave the plant? Realization dawned on the prince and he resolved then and there to get rid of his anger. In time he became a just and humane king, who ruled wisely and well.

REFLECTION Anger is the most useless and destructive of all emotions, and should be discarded at any cost.
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Write Back
All employees of DVC can contribute to the HR newsletter by sending articles / news items /photographs in the following format (English & Hindi ) : Articles : Not more than 250 words in word document format. The best articles every month would be featured in the newsletter along with the photograph of the employee.

Photographs in JPEG format having good resolution. The theme of the photographs is New initiatives in DVC. The best photograph every month would be featured in the newsletter along with the photograph of the employee. Please mention designation and place of posting with all entries. Final selection of entries would be solely decided by the editors.
All entries /feedback or suggestions must be sent to the following email i.d by the 22nd of every month:

hrnewsletter@dvcindia.org
Disclaimer: This document is an intellectual property of Damodar Valley Corporation.

Durgapur Barrage Damodar Valley Corporation

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