Essar Capabilities in Action:

Nurturing
Essar Power

Group- Chanakya
Ramesh Nivash
Raunak Mahata
Dinesh Gehani
Hamir Andhare
Theory
Nurturing in Essar

Developing Self / Others Enhancing & Sustaining

performance
• Delegates responsibility • Supports contribution of individuals
• Works with others • Develops skills of individuals
• Gives & receives feedback • Creates healthy climate
• Personally committed • Assesses each person’s area of
• Continuously improves self/others expertise
• Provides challenging tasks • Empowers others
• Holds development discussion • Invites inputs
• People builder • Shares ownership

HR data in Essar Power Persons met

Employee strength – 700 Yogita Shetty - Team HR, EPOL
Average age of employees – 28 yrs Rajdeep Barot - Team HR, EPOL
Mentoring styles in Essar

Upwards Mentor
Show More experienced leaders who
Me can help us grow or gain
Teach perspectives
Me External Mentors
Coach
Outside friends who can relate to
Me
understand
Downwards Mentor
Mentors from below subordinates
Release who can also teach us something
Reproduce
Me Me Internal Mentors
Peers who can relate or
understand

Imp mentoring principles

You cannot mentor someone who is not willing to be mentored
You can only invite a person to a mentoring relationship
Mentoring relationship are always two way, give and take
Mentoring must have a structure
 Essar Power
India`s 2nd largest private sector power producer
World class consistent system, process and operations
Diversified on fuel and customer concentration
Modular and scalable business model

Location capacity (MW) COD

Hazira 515 Oct 1997
Bhander 500 Oct 2008
Vadinar 120 May 2008
Algoma 85 Jun 2009

Location capacity (MW) COD

Vadinar 890 Q3 2011
Total capacity Salaya 1200 Q2 2011
: 1,220MW Mahan 1200 Q3 2011
Under construction Paradip 120 Q2 2010
: 4,880MW Hazira II 270 Q4 2012
Under development Tori I 1200 Q4 2012
: 5,370MW
Nurturing –Essar Power

Buddy Dost Bol Bindas

Mentor Knowle-dge PoweritE –

Mentee Meet Circle connecting People

Power
Sparsh Proficiency
Program

Rewards &
Town Halls Campus
Recognition
Connect

Aagman Fun @ Work

Essar Power - Nurturing

• Aagman
Induction • Power Proficiency
• PPP Bridge

• Performance contract
Employee • Mid year review
Development •
•
Employee development plan
Individual learning plan

• Knowledge circle
Group • Mentor Mentee
Learning •
•
Buddy Program
Sparsh
Nurturing

Relating capability to Industry Benchmark

Organization
Look Out-Learn-Implement-Grow

Capability

Competencies

People Program Criteria's

Fortune Magazine says its the best place to work inNurturing

the world.
“Brandz”, It’s the most powerful brand in the world.
Developing Enhancing &
The name of the company was an accident.
Self and A spelling mistake
Sustainingmade by the
Others Performances

original founders
The use of company’s name as a Challenging
verb becameIntellectual
Providing official in 2006,
Creatingwhen the word
Healthy Empowering
Growth
was added to the Oxford English Dictionary
tasks Environment
• Google uses a policy called Innovation Time Off, where Google
employees are encouraged to spend twenty percent of their work time
on projects that interest them.
• This "Innovation Time Off" has yielded breakthroughs including Gmail,
GoogleNews and AdSense.
• Company bigwigs say half of new product launches come from the 20%
freedom program
• Google has a Chief Culture Officer dedicated to keeping the innovative
environment alive.
No of Wok hours per Total Cost on Innovation Cost Innovation Inflated EBIDTA
Employees day@ Rs 1/hr Man Hour @ 20% of time market value
every day

10 10 100 20 - -
7300 10000 2700
Nurturing

Movie & Book

Movie Review

Movie Selected

• Kung Fu Panda

1st clip

• A person has to believe that people can grow and develop

• Should try and nurture their growth

2nd clip

• A person should observe people around him closely

• Helps in discovering innovative ways of coaching people

3rd clip

• Everyone can be trained, techniques may differ

• Mentors need to be on the lookout for new ways
 Book Review

Robin presents four basic tenets for leadership, which he

frames as “Leadership Conversations”, each with a set of five
rules.
1. Leadership & Success
2. My meeting with Leadership mentor
3. The sad cost of mediocrity and spectacular reward or
leadership mastery
4. The 1st leadership conversation - No title to be Leader
(I M A G E ) I – innovation, M mastery, A authenticity, G Guts E ethic
5. The 2nd Turbulent time build great leaders (S P A R K )
S speak with candor, P prioritize A adversity breeds opportunity R
responds Vs react K – Kudos for everyone
6. The 3rd - Deeper your relation the stronger your
Author : Robin Sharma
Publisher : Simon & Schuster, 2010
leadership ( H U M A N )
ISBN : 1439109125, H helpfulness U understanding M Mingle A amuse N nurture
EPN : 9781439109120 7. The 4th- to be a great leader, be a great person ( S H I N E )
Length : 203 pages
S see clearly, H health is wealth, I inspiration Matter, N neglect not your
family E elevate your lifestyle
Nurturing:
Tips & Traps
Developing Self and Others

Tips Traps

• Frequent feedback • Dependent on attitude of

• Assignment of mentors managers
• Skill identification and • Insecurity of mind
work allotment • Possibility of politicking
• Linking of KRAs/KPIs
• Formal structure for
identification of
strengths/weaknesses
Enhancing and Sustaining Performance

Tips Traps

• Training and learning as • Mismatch between

per learning style aspirations and actual
• Identification of top selection of area of
trainers and coaches expertise
• Selection of people for • May cause problems if
advanced training and person is unprepared to
studies take on duties
Group Dynamics
Thanks