Annexure 1 Primary Research Rating Scale:

Strongly agree 1 5 Agree 2 Neutral 3 Disagree 4 Strongly disagree

1. Ample number of workshop is conducted to instill organizational core competence among the new joinees. 2. The present mentor-mentee process helps in developing cultural ingredients of the organization. 3. Present form of Development Centre/Capsule course /advanced management course, etc., are sufficient in leadership development process for future. 4. NTPC management introduces satisfactory job rotation to instill versatility among its employees. 5. Your work/ assignments are has been allocated keeping in sprit your competencies. 6. NTPC management makes conscious efforts on employee retention (like the analysis of reasons for separation of employees) to maintain its core competency. 7. The profiling of NTPCs business risks (into high moderate and low) are done and communicated to all. 8. Critical positions (AGM and above) are done based on systematic identification of competencies. 9. Exceptional performers at various levels are adequately rewarded. 10. Performance does not make much difference to the career growth progresses of employees at various levels. 11. A well laid out process for developing people for leadership roles in NTPC is being implemented. 12. Our HR policy adequately addresses the issues of growth and development of individual employees. 13. Post Qualification courses (such as M.Tech., MBA) of an employee has enabled the organization to get enrich output. 14. Training imparted is need based based on competency required for a given job profile. 15. Knowledge sharing means are adequate at your workplace.

Ample number of workshop is conducted to instill organizational core competence among the new joinees.
5 17% 1 1%
1 2 3 4

2 29%

4 43%

3 10%

The present mentor-mentee process helps in developing cultural ingredients of the organization.
4 19% 5 1% 1 19%
1 2 3 4

3 30%

2 31%

Present form of Development Centre/Capsule course /advanced management course, etc., are sufficient in leadership development process for future.

6% 5% 38%

21%

1 2

30%

3 4 5

NTPC management makes conscious efforts on employee retention (like the analysis of reasons for separation of employees) to maintain its core competency.
19% 1% 21%
1 2 3 4 5

26%

33%

The profiling of NTPCs business risks (into high moderate and low) are done and communicated to all.
10% 9%
23% 27% 31%
1 2 3 4 5

Critical positions (AGM and above) are done based on systematic identification of competencies.
1

16%

8%

12%

2 3 4 5

42%

22%

Exceptional performers at various levels are adequately rewarded.

6% 36%

6% 23%

2 3 4

29%

Performance does not make much difference to the career growth progresses of employees at various levels.

29%

1%

17%

1 2 3 4 5

10%

43%

A well laid out process for developing people for leadership roles in NTPC is being implemented.

11% 33%

9% 19%

1 2 3 4

28%

Our HR policy adequately addresses the issues of growth and development of individual employees.

19%

6%

10%

1 2 3 4 5

22%

43%

Post Qualification courses (such as M.Tech., MBA) of an employee has enabled the organization to get enrich output.
11% 20% 26% 6% 37%
1 2 3 4 5

Training imparted is need based based on competency required for a given job profile.

10% 2% 12% 53%

23%

2 3 4 5

Knowledge sharing means are adequate at your workplace.

17% 5% 19%

18% 41%

2 3 4 5

Annexure 2 Reliability Analysis

****** Method 2 (covariance matrix) will be used for this analysis ****** _ R E L I A B I L I T Y A N A L Y S I S S C A L E (A L P H A) Correlation Matrix VAR01 VAR01 VAR02 VAR03 VAR04 VAR05 VAR06 VAR07 VAR08 VAR09 VAR10 VAR11 VAR12 VAR13 VAR14 VAR15 VAR16 1.0000 .6842 .7586 .7010 .6816 .6159 .6490 .6848 .6968 .7213 .7074 .6142 .6897 .6510 .7206 .6854 VAR07 VAR07 VAR08 VAR09 VAR10 VAR11 VAR12 VAR13 VAR14 VAR15 VAR13 VAR14 VAR15 1.0000 .6450 .6528 .6377 .6781 .6477 .6438 .7235 .6566 VAR13 1.0000 .7416 .6330 VAR02 1.0000 .7955 .7636 .6576 .6371 .7074 .6789 .7209 .6777 .6644 .6941 .7009 .6565 .6653 .7346 VAR08 1.0000 .6906 .7449 .6812 .6737 .6006 .6383 .6437 VAR14 1.0000 .6853 VAR03 VAR04 VAR05 VAR06

1.0000 .7984 .7247 .7000 .6366 .6815 .7177 .7112 .6803 .6717 .6987 .7030 .6912 .6218 VAR09

1.0000 .6787 .7708 .6663 .6596 .6710 .7151 .6801 .6596 .6727 .6944 .6365 .6728 VAR10

1.0000 .6955 .6600 .6387 .7310 .7008 .5967 .6700 .6775 .6932 .6430 .6805 VAR11

1.0000 .6406 .6695 .6571 .7547 .6510 .6282 .7034 .7374 .6905 .6457 VAR12

1.0000 .6898 .6755 .6487 .6579 .6608 .6664 VAR15 1.0000

1.0000 .6835 .7153 .6453 .6572 .6299

1.0000 .6369 .6649 .6409 .6939

1.0000 .6985 .6434 .6424

R E L I A B I L I T Y N of Cases = Reliability Coefficients Alpha = .7264

A N A L Y S I S 88.0 15 items

S C A L E

(A L P H A)

Standardized item alpha =

.7260

NTPC Quick-Poll Survey of Knowledge Portal Q1. Do you think Knowledge Management implementation in NTPC will enable us to achieve business excellence?

Q2. Differentiation through Pay for Performance will improve employee productivity

Q3. The contribution of the executives who have done PGDBM course from MDI Gurgaon, has had a positive impact on the organisation.

(Based on the 15 Annual Global CEO Survey: Delivering Results [2] [3] Knowledge Portal , & BODH III & IV surveys )

th

Annexure 3 Secondary Research

[1]

, Quick-Poll Survey in ESS

Q1. How concerned are you about the following potential threats to your business growth prospects? Availability of key skills & global economic uncertainty remains the top threat to growth prospects in Asia-Pacific region.

Q2. Have talent constraints impacted your companys growth and profitability over the past 12 months in the following ways? Talent constraints have impacted costs but also factor in lost opportunities

Source: www.pwc.com/gx/en/ceo-survey/pdf/15th-global-ceo-survey.pdf Source: http://ciep1.ntpclakshya.co.in:50100/irj/portal [3] Organizational Climate and Employee Satisfaction Survey in NTPC, BODH III & IV, conducted by Shri Ram Centre For Industrial Relations, Human Resources, Economic & Social Development
[2]

[1]

Q3. In general, has it become more difficult or less difficult to hire workers in your industry, or is it unchanged? Different industries, different requirements but skills gaps remain

Base: All respondents (29-245) Note: Responses of unchanged not depicted.

Q4. When making decisions, how important is it to have information on each of the following talent-related areas? For those areas that are important to you, how adequate is the information that you currently receive? A minority of CEOs get comprehensive reports on their workforce

Base: All respondents (1,258)

Q5. With which of the following groups do you currently face the greatest challenges with regard to recruitment and retention? Respondents were able to choose all that applied. Recruiting and retaining high-potential middle managers is the biggest concern for CEOs.

Base: All respondents (621; 637)

Q6. With regards to plans for your global workforce over the next three years which of the following statements do you feel is more likely to occur? CEOs are more focused on recruiting local talent and developing and promoting from within.

Base: All respondents (1,258) Source: PwC 15th Annual Global CEO Survey 2012