NORTH DELHI POWER

LIMITED:
DYNAMICS OF CHANGE

Group No. 10
Kumar Gauraw (15)
Ajay gupta (37)
Rajumoni saikia (48)
Tarakeswar das (49)
Context
• Privatization of Delhi Vidyut Board (DVB)-
NDPL (100%) = TATA POWER (51%)+ Delhi
Government (49%)
• Result: Significant Milestone
 AT&C losses reduced from 53% to 41.3% in just 27 months.
• Inputs: Best Strategic ER Policies (TBEM)
 Effective Communication.
 Positive Leadership
 Constructive Workplace Relationships
 Meaningful Consultation &
 Others.
 Issues & Challenge:
Management
(NDPL)

Harmony
Employees Employees
(NDPL-Scheme) (DVM-Scheme)

 Issues:
 Disharmony among Employees in DVB Scheme & NDPL Scheme
 Difference in Pay Structure
 Pension & Retirement Benefits to only Employee under DVB Scheme.
 Challenge:
 To maintain harmony Among Different Employees & Management
ER Strategies: NDPL
 Recognition of INTUC Affiliated Union.
 Enhancing Channels of communication:
-Joint interaction forum (JIF)
(At lowest level on monthly & quarterly basis).
 Focus on Union –Management Relation – Priority for CEO
 Counseling rather than policing and suspicion.
 Top Management focus on problems of rank and file.
 Resolving Employee Concerns
(3 important- long pending issues)
-Monetary assistance to widows of employees
-Employees uniforms
-Time bound promotions
 Competencies development : Systematic Assessment of
Need-based training,
ER Strategies: NDPL
Innovative Welfare measures
Proactive Grievance redressal mechanism
- Employee Helpline
Trust Building.
Role clarity through key result areas (KRAs) –
Simplified PA
Started Human Resource Information System
(HRIS).
Launch of “Navodaya” – Quarterly Magazine
 Still to achieve- HR Agenda
 Encourage Effective Communication.
A shift from collective bargaining to individual
contracts.
Harmonisation of terms and conditions for all
employees
 Job Security [Post Rightsizing] - Persistent Fear in
Employee’s mind to lose job.
 Building Trust & Loyalty among Employees.
 Employee’s Acceptance – New ER Practices (TBEM)
 Administration Efficiency.
 Counseling 50% (Fence -Sitter & Unchanged) to imbibe
NDPL Ethos.
Factors Contributing to Turnaround of NDPL
Human Resource Information System (HRIS)setup.
 Change Management
– Transplantation of ER Practices.
 Organizational Restructuring and Re-Designation.
 Strategic Rightsizing.
 Entry of Change Agents.
 Enhanced Quality Focus (ISO Certified).
 Customer focused Orientation
– Adoption of 5S Concept
Information Dissemination-
(MIS Setup –Information made available for
Decision Making)
Factors Contributing to Turnaround of NDPL [contd]
 Improvements in Working System (Operations &
Maintenance)
 Better Co-ordination (Computerization & Mobile Facility).
 Recognition of DVB worker’s union (with INTUC)
-Building trust.
 Employee Welfare and Performance Incentives.
 Reduced Issues & Conflicts
(Joint Interaction Forum (JIF) Setup & Employee Help Line)
 Performance linked Incentives.
(Simplified PA system & development of KRAs).
 Entrepreneurship and Knowledge Management Cell
 Way Ahead  Realization of Vision of NDPL
(To be a “Most preferred & Admired Energy Company”)

De-Unionization using HRM Soft strategy

 Introduction of MBWA (Management by Walking
Around) to monitor Informal Communication.
 Introduction of Employee Feedback Program
- For Employee Empowerment in Policy Formulation & Ensure 360
Degrees Feedback.
 Employee Attitude Survey
- To measure Employees Likes & Dislikes related to various aspects
of their Jobs.
 Re Launch of VRS Scheme
(For 50% Fence-Sitters & Non-Changers)
Way Ahead  Realization of Vision of NDPL
(To be “Most preferred & Admired Energy Company”)
 Provide Appeals Procedure Mechanism
For Employee Empowerment (To voice reactions to management
Practices & challenge management Decision).
 Implementation of Performance Linked Pay to Workforce
and Executives.
 Facilitate effective Communication & Need based training to
remove fear of job loss.
 Trust building – Employee, Union & Management.
 Full-fledged Adoption of Tata Work Culture (TBEM).
 Breaking the Mental blockage of neglected and semi trained ,
less skilled DBV Workforce by effective training.
 To enhance Reliability of Power & introducing effective Anti
Power Theft drive system.
Case: Lessons in ER
Case: Lessons in ER
 Issues related to ER must be resolved – When an
Organizational Transformation occurs.
 Recognition of the central role of collective bargaining.
- Turning disagreements into agreements.
 ER leads to less Adversarial Industrial Relations.
 Mutual Trust & Respect-“Employee-Union-Management”
 Employee Attitude Changes with regard to change in
Leadership.
 Effective Communication is key to Changing Mindset &
adoption of new work culture.
 Continuous exchange of information
 Application of Soft HR
 Pluralist Approach
 Cooperative IR
Thank You!