Cor por ate HRM IN

Power Grid
Cor por ation
By By
Pallavi Verma
PGDITM/08/59
Under Guidance of
Col V.J Gomes (H.O.D)
Company Profile
 In October 23, 1989 under the Companies Act, 1956, the National
Power Transmission Corporation Limited was formed, and assigned
the responsibility of planning, executing, owning, operating and
maintaining the high voltage transmission systems in the country

 POWERGRID, a Navratna Public Sector Enterprise, is one of the

largest transmission utilities in the world .

 POWERGRID wheels about 45% of the total power generated in the

country on its transmission network.

 Mission-“Establishment
Mission- and operation of Regional and National Power
Grids to facilitate transfer of electric power within and across the
regions with Reliability, Security and Economy, on sound commercial
principles.”
Business Diversification

 Distribution
 Telecom
 Consultancy.

HR CHART
Human Resource
Management
 HR VISION-” To make POWER GRID a dynamic,
highly competitive and value based learning
organization with skilled and motivated human
resources to face present and future challenges in
thefast changing scenario”
Objective-
 Transform the company into a lean and efficient
organization
 Promote culture of excellence.
 Ensure empowerment.
 Build and upgrade skills and competencies for growth
and challenges in the job.
 Build HR Information System for present and future HR
plans
Human Resource Management
Recruitment
Recruitment

 The process by which a job vacancy

is identified and potential employees are
notified.
 The nature of the recruitment process
is regulated and subject to employment law.
 Main forms of recruitment through advertising in
newspapers, magazines, trade papers and
internal vacancy lists.
 Job description – outline of the role
of the job holder
 Person specification – outline
of the skills and qualities required
of the post holder
 Applicants may demonstrate their
suitability through application form, letter
or curriculum vitae (CV)
Selection
 Interview – most common method
 Psychometric testing – assessing the
personality of the applicants – will they fit in?
 Aptitude testing – assessing the skills
of applicants
 In-tray exercise – activity based around what the
applicant will be doing, e.g. writing a letter to a
disgruntled customer
 Presentation – looking for different skills
as well as the ideas of the candidate
Employment
Legislation
Discipline
 Firms cannot just ‘sack’ workers
 Wide range of procedures and steps
in dealing with workplace conflict
 Informal meetings
 Formal meetings
 Verbal warnings
 Written warnings
 Grievance procedures
Development
Training
 Similar to development:
 Provides new skills for the employee
 Keeps the employee up to date
with changes in the field
 Aims to improve efficiency
 Can be external or ‘in-house’
Rewards Systems
Trade Unions
 Importance of building relationships with
employee representatives
 Role of Trade Unions has changed
 Importance of consultation and
negotiation and working with trade
unions
 Contributes to smooth change
management and leadership
Productivity
 Measuring performance:
 How to value the workers contribution
 Difficulty in measuring some types of output
– especially in the service industry
 Appraisal
 Meant to be non-judgmental
 Involves the worker and a nominated appraiser
 Agreeing strengths, weaknesses and ways
forward to help both employee and organisation