CHAPTER -1 Introduction

Introduction to the Topic

Recruitment refers to the process of attracting, screening, selecting, and on boarding a qualified person for a job. At the strategic level it may involve the development of an employer brand which includes an 'employee offering. The stages of the recruitment process include: job analysis and developing a person specification; the sourcing of candidates by networ ing, advertising, or other search methods; matching candidates to job requirements and screening individuals using testing !s ills or personality assessment"; assessment of candidates' motivations and their fit with organi#ational requirements by interviewing and other assessment techniques. The recruitment process also includes the ma ing and finalising of job offers and the induction and onboarding of new employees. $epending on the si#e and culture of the organi#ation recruitment may be underta en in%house by managers, human resource generalists and & or recruitment specialists. Alternatively parts of all of the process might be underta en by either public sector employment agencies, or commercial recruitment agencies, or specialist search consultancies.

RECRUITMENT PROCESS

Job ana !"i" 'n situations such as where one or more new jobs are to be created and recruited to for the first time, a job analysis and&or in some cases a tas analysis might be underta en to document the actual or intended requirements of the job. (rom these the relevant information is captured in such documents as job descriptions and job specifications. )ften a company will already have job descriptions that represent a historical collection of tas s performed. *here already drawn up, these documents need to be reviewed or updated to reflect present day requirements. +rior to initiating the recruitment stages

a person specification should be finalised to provide the recruiters commissioned with the requirements and objectives of the project.

Sourcin# ,ourcing is the use of one or more strategies to attract or identify candidates to fill job vacancies. 't may involve internal and&or e-ternal advertising, using appropriate media, such as local or national newspapers, specialist recruitment media, professional publications, window advertisements, job centres, or in a variety of ways via the internet. Alternatively, employers may use recruitment consultancies to find otherwise scarce candidates who may be content in their current positions and are not actively loo ing to move companies may be proactively identified. This initial research for so%called passive candidates, also called name generation, results in a contact information of potential candidates who can then be contacted discreetly to be screened and approached.

Screenin# and "e ection ,uitability for a job is typically assessed by loo ing for relevant s ills,

nowledge, aptitude, qualifications and educational or job related e-perience. These can be determined via: screeningr.sum.s !also nown as /0s"; job applications; interviews. 1ore proactive identification methods include performance assessments, psychological, aptitude, numeracy and literacy testing. 1any recruiters and agencies use applicant trac ing systems to perform the filtering process, along with software tools for psychometric testing and performance based assessment. +erformance based assessment is a process to find out if job applicants perform the responsibilities for which they are applying. 'n many countries, employers are legally mandated to ensure their screening and selection processes meet equal opportunity and ethical standards. 'n addition to the above selection assessment criteria, employers are li ely to recognise the value of candidates who also have the so%called 'soft s ills', such as interpersonal or team leadership and have the ability to reinforce the company brand through their behaviour in front of customers and suppliers. 1ultinational organisations and those that

recruit from a range of nationalities are also concerned candidates will fit into the prevailing company 'culture' $atera hirin# 23ateral hiring2 refers to a form of recruiting; the term is used with two different, almost opposite meanings. 'n one meaning, the hiring organi#ation targets employees of another, similar organi#ation, possibly luring them with a better salary and the promise of better career opportunities. An e-ample is the recruiting of a partner of a law firm by another law firm. The new lateral hire then has specific applicable e-pertise and can ma e a running start in the new job. 'n some professional branches such lateral hiring was traditionally frowned upon, but the practice has become increasingly more common. An employee's contract may have a non%compete clause preventing such lateral hiring. 'n another meaning, a lateral hire is a newly hired employee who has no prior specific applicable e-pertise for the new job, and for whom this job move is a radical change of career. An e-ample is the recruiting of a university professor to become chairman of the board of a company.

Onboardin# 2)nboarding2 is a term which describes the process of helping new employees become productive members of an organi#ation. A well%planned introduction helps new employees become fully operational quic ly and is often integrated with a new company and environment. )nboarding is included in the recruitment process for retention purposes. 1any companies have onboarding campaigns in hopes to retain top talent that is new to the company; campaigns may last anywhere from 4 wee to 5 months.

Recruitment Approache"
There are a variety of recruitment approaches and most organi#ations will utilise a combination of two or more of these as part of a recruitment e-ercise or to deliver their overall recruitment strategy. 'n summary five basic models more commonly found are:%

An in%house personnel or human resources function may in some case still conduct all stages of the recruitment process. 'n the smallest organi#ations recruitment may be left to individual managers. 1ore frequently whilst managing the overall recruitment e-ercise and the decision%ma ing at the final stages of the selection process e-ternal service providers may underta e the more specialised aspects of the recruitment process.

)utsourcing of recruitment to an e-ternal provider may be the solution for some small businesses and at the other e-treme very large organisations

6mployment agencies are established as both publicly funded services and as commercial private sector operations. ,ervices may support permanent, temporary, or casual wor er recruitment. They may be generic agencies that deal with providing uns illed wor ers through to highly s illed managerial or technical staff or so%called niche agencies that speciali#e in a particular industrial sector or professional group.

6-ecutive search firms for e-ecutive and professional positions. These firms operate across a range of models such as contingency or retained approaches and also hybrid models where advertising is also used to ensure a flow of candidates alongside relying on networ ing as their main source of candidates.

'nternet recruitment services including recruitment websites and job search engines used to gather as many candidates as possible by advertising a position over a wide geographic area. 'n addition social networ sourced recruitment has emerged as a major method of sourcing candidates.

In-hou"e recruitment 1any employers underta e at least some if not most of their own in%house recruitment, using their human resources department, front%line hiring managers and recruitment personnel who handle targeted functions and populations. 'n addition to coordinating with the agencies mentioned above, in%house recruiters may advertise job vacancies on their own websites and other job boards, coordinate internal employee referrals, target and headhunt e-ternal candidates !much li e an e-ternal agency or search firm", wor with e-ternal associations, trade groups and&or focus on campus graduate recruitment. ,ome large employers choose to outsource all or some of their recruitment process !recruitment process outsourcing" however a much more common approach is for employers to introduce referral schemes where employees are encouraged to source new staff from within their own networ . Interna recruiter" An interna recruiter !alternatively in-hou"e recruiter or corporate recruiter" is

member of a company or organi#ation and typically wor s in the human resources !78" department. 'nternal recruiters may be multi%functional, serving in an 78 generalist role or in a specific role focusing all their time on recruiting. Activities vary from firm to firm but may include, screening /0s orr.sum.s, conducting aptitude or psychological chec s, hiring; testing, interviewing, underta ing reference and bac ground

administering contracts, advising candidates on benefits, onboardingnew recruits and conducting e-it interviews with employees leaving the organisation. They can be permanent employees or hired as contractors for this purpose. /ontract recruiters tend to move around between multiple companies, wor ing at each one for a short stint as needed for specific hiring purposes. The responsibility is to filter candidates as per the requirements of each client. Emp o!ee re%erra An employee referral program is a system where e-isting employees recommend prospective candidates for the job offered, and if the suggested candidate is hired, the employee who referred receives a cash bonus.

'n some cases the organi#ation provides the employee referral bonus only if the referred employee stays with the organi#ation for stipulated time duration !most cases 9 : 5 months". 8eferral bonus depends on the grade of the referred employee, higher the grade higher the bonus however the method is not used for senior level hiring. Out"ourcin# An e-ternal recruitment provider may suit small organisations without the facilities to recruit. 'n typically the largest organisations a formal contract for services has been negotiated with a specialist recruitment consultancy. These are nown in the industry as 8ecruitment +rocess )utsourcing. 8ecruitment process outsourcing may involve strategic consulting for talent acquisition, sourcing for select departments or s ills, or total outsourcing of the recruiting function.

On-Campu" Recruitin# /ollege recruiting may not be living up to its potential:

/ompanies may not be reali#ing full value from their recruitment programs. (ewer than half of corporate recruiters receive trainning in the proper techniques for interviewing job applicants.

8ecruiters

tend

to

form

positive

or

negative

impression

about

an

applicant's qualifications in the first few minutes of an interview, hardly sufficient time to collect information on which to base a recruiting decision. 8ecruiters also tend to spend more time tal ing with applicants they cosider to be qualified and less time with applicants they dismiss on the basis of a superficial judgement. )ften, recruiters do not follow the corporate script about: 4. The topics to be covered in an interview ;. ,ometimes they fail to discuss important issues with applicants. All these points refect a lac of interviewing s ills.

Emp o!ment a#encie" 6mployment agencies operate in both the public and private sectors. +ublicly funded services have a long history, often having been introduced to mitigate the impact on unemployment of economic downturns, such as those which form part of the <ew $eal program in the =,, and the >ob /entre +lus service in the =?. The commercial recruitment industry is based on the goal of providing a candidate to a client for a price. At one end of the spectrum there are agencies that are paid only if they deliver a candidate that successfully stays with the client beyond the agreed probationary period. )n the other end of the spectrum there are agencies that are paid a retainer to focus on a client's needs and achieve milestones in the search for the right candidate, and then again are paid a percentage of the candidate's salary when a candidate is placed and stays with the organi#ation beyond the probationary period. The agency recruitment industry is highly competitive, therefore agencies have sought out ways to differentiate themselves and add value by focusing on some area of the recruitment life cycle. Though most agencies provide a broader range of service offering, at the two e-tremes are the traditional providers and the niche operators. Traditiona a#enc! Also nown as employment agencies, recruitment agencies have historically had a

physical location. A candidate visits a local branch for a short interview and an assessment before being ta en onto the agency@s boo s. 8ecruitment consultants then wor to match their pool of candidates to their clients' open positions. ,uitable candidates are short%listed and put forward for an interview with potential employers on a contract or direct basis.

Niche recruiter" ',peciali#ed recruiters' e-ist to see staff with a very narrow specialty. Aecause of their focus, these firms can very often produce superior results due to their ability to channel all of their resources into networ ing for a very specific s ill set. This speciali#ation in staffing allows them to offer more jobs for their specific demographic which in turn

attracts more speciali#ed candidates from that specific demographic over time building large proprietary databases. These niche firms tend to be more focused on building ongoing relationships with their candidates as is very common the same candidates are placed many times throughout their careers. )nline resources have developed to help find niche recruiters. <iche firms also develop nowledge on specific employment trends within their industry of focus !e.g. the energy industry" and are able to identify demographic shifts such as aging and its impact on the industry.BCD (inancial arrangements operated by agencies ta e several forms, the most popular are:

A contingency fee paid by the company when an agency introduced candidate accepts a job with the client company. Typical fees range from 4EF to ;EF based on the candidates first%year base salary !fees as low as 4;.EF can be found online". This type of recruitment usually has a rebate guarantee should the candidate fail to perform or leave within a set period of time !often up to a 9%month period and as much as a 4GGF rebate".

An advance payment that serves as a retainer, also paid by the company, non% refundable paid in full depending on outcome and success !e.g. HGF up front, 9GF in IG days and the remainder once a search is completed". This form of compensation is generally reserved for high level e-ecutive search&headhunters

7ourly charge for temporary wor ers and projects. A pre%negotiated hourly fee, in which the agency is paid and pays the applicant as a consultant for services as a third party. 1any contracts allow a consultant to transition to a full%time status upon completion of a certain number of hours with or without a conversion fee.

E&ecuti'e "earch %irm" ()Headhunter")* For more details on this topic, see executive search . An e-ecutive search firm or 2headhunter2 are industry terms for a third%party recruiters who see s out candidates often when normal recruitment efforts have failed. 7eadhunters are generally considered more aggressive than in%house recruiters or may have pre% e-isting industry e-perience and contacts. They may use advanced sales techniques. They

may also purchase e-pensive lists of names and job titles but more often will generate their own lists. They may arrange a meeting or a formal interview between their client and the candidate and will usually prepare the candidate for the interview, help negotiate the salary and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. 7eadhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. 7eadhunters are typically small operations that ma e high margins on candidate placements !sometimes more than 9GF of the candidate@s annual compensation". $ue to their higher costs, headhunters are usually employed to fill senior management and e-ecutive level roles. 7eadhunters are also used to recruit very speciali#ed individuals; for e-ample, in some fields, such as emerging scientific research areas, there may only be a handful of top%level professionals who are active in the field. 'n this case, since there are so few qualified candidates, it ma es more sense to directly recruit them one%by%one, rather than advertise internationally for candidates. *hile in%house recruiters tend to attract candidates for specific jobs, headhunters will attract both candidates and actively see them out as well. To do so, they may networ , cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists and cold call prospective recruits. 7eadhunters are increasingly using social media to find and research candidates. This approach is often called social recruiting. E&ecuti'e re"earch + re"ourcin# %irm" These firms are the new hybrid operators in the recruitment world able to combine the research aspects !discovering passive candidates" of recruiting and combine them with the ability to ma e hires for their clients. These firms provide competitive passive candidate intelligence to support companies' recruiting efforts. <ormally they will generate varying degrees of candidate information from those people currently engaged in the position a company is loo ing to fill. These firms usually charge a daily rate or fi-ed fee. 6-ecutive research can help companies uncover names that cannot be found

through traditional recruitment methods and will allow internal recruitment and resourcing managers more time to deal with face to face interviews.

Internet recruitment "er'ice"

Recruitment ,eb"ite" ,uch sites have two main features: job boards and a resume&curriculum vitae !/0" database. >ob boards allow member companies to post job vacancies. Alternatively, candidates can upload a r.sum. to be included in searches by member companies. (ees are charged for job postings and access to search resumes. ,ince the late 4IIGs, the recruitment website has evolved to encompass end%to%end recruitment. *ebsites capture candidate details and then pool them in client accessed candidate management interfaces !also online". ?ey players in this sector provide e%recruitment software and services to organi#ations of all si#es and within numerous industry sectors, who want to e%enable entirely or partly their recruitment process in order to improve business performance. The online software provided by those who speciali#e in online recruitment helps organi#ations attract, test, recruit, employ and retain quality staff with a minimal amount of administration. )nline recruitment websites can be very helpful to find candidates that are very actively loo ing for wor and post their resumes online, but they will not attract the 2passive2 candidates who might respond favorably to an opportunity that is presented to them through other means. Also, some candidates who are actively loo ing to change jobs are hesitant to put their resumes on the job boards, for fear that their companies, co% wor ers, customers or others might see their resumes. Job "earch en#ine" The emergence of meta%search engines allows job%see ers to search across multiple websites. ,ome of these new search engines inde- and list the advertisements of traditional job boards. These sites tend to aim for providing a 2one%stop shop2 for job% see ers. 7owever, there are many other job search engines which inde- solely from employers' websites, choosing to bypass traditional job boards entirely. These vertical

search engines allow job%see ers to find new positions that may not be advertised on traditional job boards, and online recruitment websites. Recruitment A#enc! -irectorie" *ith the emergence of the 'nternet, also came the functionality to provide recruitment agencies with a low%cost alternative to advertising. =nli e a standard directory, these niche directories have helped those searching for employment representation, a way to narrow down their requirements based on their own job%searching requirements. 8ecruitment agencies are then able to showcase their services directly to those loo ing.

TA$ENT AC.UISITION

Talent acquisition is the targeted recruitment&acquisition of high performing teams for e-ample; in sales management or financial traders into a company from a competitor or similar type of organisation. )rganisations requiring e-ternal recruitment or head%hunting firms are now employing 2talent acquisition2 specialists whose job it is to identify, approach and recruit top performing teams from competitors. This role is a highly specialised role a in to that of a traditional recruiter&headhunter specialist but carrying greater visibility and strategic importance to a business. 'n many cases the talent acquisition person is lin ed directly to a company's e-ecutive management, given the potential positive impact a company can benefit from by getting high performing sales people into the business, whilst removing the same performing sales people from competitors.

O/JECTI0E O1 THE STU-2

4. To gain an insight into recruitment policy of <T+/ 3td. ;. To understand the effectiveness of recruitment policy by analy#ing employee turnover ratio. 9. To find out deficiencies in the recruitment policy and give suggestions for improvement.

$ITERATURE RE0IE3

The scope of my project on J8ecruitment and ,election +rocess in <T+/K is to provide a framewor which will assist manager to ensure that the company attracts, selects and retains the most suitable candidates by using the most appropriate efficient, fair, open and effective methods. )ur study commited to achieving equal opportunities is clearly defined throughout the recruitment and selection procedure.

Chapter -4 Compan! Pro%i e

O0ER0IE3

'ndia@s largest power company, <T+/ was set up in 4ICE to accelerate power development in 'ndia. <T+/ is emerging as a diversified power major with presence in the entire value chain of the power generation business. Apart from power generation, which is the mainstay of the company, <T+/ has already ventured into consultancy, power trading, ash utili#ation and coal mining. <T+/ ran ed 99Cth in the L;G4;, (orbes Mlobal ;GGG@ ran ing of the *orld@s biggest companies. <T+/ became a 1aharatna company in 1ay, ;G4G, one of the only four companies to be awarded this status.

The total installed capacity of the company is H4,4NH 1* !including >0s" with 45 coal based and C gas based stations, located across the country. 'n addition under >0s, C stations are coal based O another station uses naptha&3<M as fuel and ; renewable energy projects. The company has set a target to have an installed power generating capacity of 4, ;N,GGG 1* by the year ;G9;. The capacity will have a diversified fuel micomprising E5F coal, 45F Mas, 44F <uclear and 4CF 8enewable 6nergy ,ources!86," including hydro. Ay ;G9;, non fossil fuel based generation capacity shall ma e up nearly ;NF of <T+/@s portfolio. <T+/ has been operating its plants at high efficiency levels. Although the company has 4C.CEF of the total national capacity, it contributes ;C.HGF of total power generation due to its focus on high efficiency.

'n )ctober ;GGH, <T+/ launched its 'nitial +ublic )ffering !'+)" consisting of E.;EF as fresh issue and E.;EF as offer for sale by Movernment of 'ndia. <T+/ thus became a listed company in <ovember ;GGH with the Movernment holding NI.EF of the equity share capital. 'n (ebruary ;G4G, the ,hareholding of Movernment of 'ndia was reduced from NI.EF to NH.EF through (urther +ublic )ffer. The rest is held by 'nstitutional 'nvestors and the +ublic.

-I0ERSI1IE- 5RO3TH
As per new corporate plan, <T+/ envisages to have an installed capacity of 4;N M* by the year ;G9; with a well diversified fuel mi- comprising E5F coal, 45F gas, 44F nuclear energy, IF renewable energy and NF hydro power based capacity. As such, by the year ;G9;, ;NF of <T+/@s installed generating capacity will be based on carbon free energy sources. (urther, the coal based capacity will increasingly be based on high%efficient%low%emission technologies such as ,uper%critical and =ltra%,uper%critical. Along with this growth, <T+/ will utili#e a strategic mi- of options to ensure fuel security for its fleet of power stations. 3oo ing at the opportunities coming its way, due to changes in the business environment, <T+/ made changes in its strategy and diversified in the business adjacencies along the energy value chain. 'n its pursuit of diversification <T+/ has developed strategic alliances and joint ventures with leading national and international companies. <T+/ has also made long strides in developing its Ash =tili#ation business.

H!dro Po,er6 'n order to give impetus to hydro power growth in the country and to have a balanced portfolio of power generation, <T+/ entered hydro power business with the NGG 1* ?oldam hydro project in 7imachal +radesh. Two more projects have also been ta en up in =ttara hand. A wholly owned subsidiary, <T+/ 7ydro 3td., is setting up hydro projects of capacities up to ;EG 1*.

Rene,ab e Ener#!6 'n order to broad base its fuel mi- <T+/ has plan of capacity addition of about 4,GGG 1* through renewable resources by ;G4C.

Nuc ear Po,er6 A >oint 0enture /ompany 2Anusha ti 0idhyut <igam 3td.2 has been formed !with E4F sta e of <+/'3 and HIF sta e of <T+/" for development of nuclear power projects in the country.

Coa Minin#6 'n a major bac ward integration move to create fuel security, <T+/ has ventured into coal mining business with an aim to meet about ;GF of its coal requirement from its captive mines by ;G4C. The Movernment of 'ndia has so far allotted C coal bloc s to <T+/, including ; bloc s to be developed through joint venture route.

Po,er Tradin#6 '<T+/ 0idyut 0yapar <igam 3td.' !<00<", a wholly owned subsidiary was created for trading power leading to optimal utili#ation of <T+/@s assets. 't is the second largest power trading company in the country. 'n order to facilitate power trading in the country, L<ational +ower 6-change 3td.@, a >0 of <T+/, <7+/, +(/ and T/, has been formed for operating a +ower 6-change.

A"h /u"ine""6 <T+/ has focused on the utili#ation of ash generated by its power stations to convert the challenge of ash disposal into an opportunity. Ash is being used as a raw material input by cement companies and bric manufacturers. <00< is engaged in the business of (ly Ash e-port and sale to domestic customers. >oint ventures with cement companies are being planned to set up cement grinding units in the vicinity of <T+/ stations.

Po,er -i"tribution6 L<T+/ 6lectric ,upply /ompany 3td.@ !<6,/3", a wholly owned subsidiary of <T+/, was set up for distribution of power. <6,/3 is actively engaged in L8ajiv Mandhi Mramin 0idyuti aran Pojana@programme for rural electrification.

E7uipment Manu%acturin#6 6normous growth in power sector necessitates augmentation of power equipment manufacturing capacity. <T+/ has formed >0s with A763 and Aharat (orge 3td. for power plant equipment manufacturing. <T+/ has also acquired sta e in Transformers and 6lectricals ?erala 3td. !T63?" for manufacturing and repair of transformers.

Po,er 5eneration

+resently, <T+/ generates power from coal and gas. *ith an installed capacity of H4,4NH 1*, <T+/ is the largest power generating major in the country. 't has also diversified into hydro power, coal mining, power equipment manufacturing, oil and gas e-ploration, power trading and distribution. *ith an increasing presence in the power value chain, <T+/ is well on its way to becoming an Jintegrated +ower 1ajorK

<T+/ has formulated a long term /orporate +lan to become a 4, ;N,GGG 1* company upto ;G9;. 'n line with the /orporate +lan, the capacity addition under implementation presently:

PROJECT

STATE

M3

Coa 4. ;. /on#ai#aon /arh-I Assam Aihar CEG 4ING

9. H. E. 5. C. N. I. 4G. 44. 4;. 49. 4H. 4E. Tota

/arh-II $ara-I 8ud#i-I 0indh!acha -0 5adar,ara-I Mouda-II So apur Rihand-III Nabina#ar9 /R/C$ Mu:a%%arpur E&p;9 8/UN$ Nabina#ar9 NP5CP$ 0a ur-II9 NTEC$ Me<a9 MUNP$

Aihar /hhattisgarh ?arnata a 1adhya +radesh 1adhya +radesh 1aharashtra 1aharashtra =ttar +radesh Aihar Aihar Aihar Tamil <adu =ttar +radesh

49;G 45GG ;HGG EGG 45GG 49;G 49;G EGG 4GGG 9IG 4ING EGG 49;G 1=9>=?

H!dro 4. ;. 9. H. Tota 8o dam HEPP ( > & 4??* Tapo'an 0i"hnu#ad HEPP (> & 1@?* Sin#rau i C3 -i"char#e(Sma H!dro* $ata Tapo'an 7imachal +radesh =ttara hand =ttar +radesh =ttara hand NGG E;G N 4C4 19>AA

So ar 4. ;. 9. Tota 5rand Tota !/oal Q 7ydro Q ,olar" Rama#undam Pha"e-I Ta cher 8aniha Unchahar Andhra +radesh )disha =ttar +radesh 4G 4G 4G @? 4?9??A

ME-IA RE$ATIONS

MOST RECENT

14 Ju !9 4?1@ 'ndia 'nc's 1ost +owerful /6)s.... 1? Ju !9 4?1@ (oundation ,tone 3aid for E 1* ,olar +0 +lant at 0illage% >hajru near <T+/ %(aridabad.... ?A Ju !9 4?1@ /ustomer 1eet in Aangladesh.... ?1 Ju !9 4?1@ /() of the year award to <T+/ $irector ! (inance"... 4= June9 4?1@ <T+/ ties up loan with ?f*.... 4> June9 4?1@ <T+/ /ontributes 8s. 9 crore for 8elief *or at =ttara hand... 4> June9 4?1@ <T+/ awarded % 2A Mreat +lace to wor 2 4> June9 4?1@ <00< bags Top Award as +ower Trading /ompany.... 41 June9 4?1@ AT%,tar Award ;G49 to <T+/ for 6-cellence in 781....

1B June9 4?1@ There is no substitute for hard wor says $r Arup 8oy /houdhury addressing 1AA students at A'1T6/7.... 1> June9 4?1@ <T+/@s +roject 1eet : ;G49 held in ?oldam....

RECO5NITIONS AN- A3AR-S

COMPAN2 RAN8IN5S

4. 8an ed 9HNth in Mlobal ran ing among LMlobal ;GGG@ list of companies compiled by (orbes in ;G44.
2. (orbes' Mlobal ;GGG list of top listed firms 3. +latts Top ;EG Mlobal 6nergy /ompany 8an ings : ;G4G

The award was received on behalf of <T+/ by ,hri <. ?. ,harma, 6$!/+" and ,hri A. ?. Mupta, M1!A$" on ;nd <ovember, ;G4G in ,ingapore.

<T+/ 3td earned a ran ing of E; on overall global performance. <T+/ 3imited ran ed <o. 4 in 'ndependent +ower +roducer O 6nergy Traders in Asia. 4Gth in overall performance in Asia. ;nd 'ndependent +ower +roducers and 6nergy Traders globally. The company ran ings are derived using a special +latts formula adding each company's numerical ran ing for asset worth, revenues, profits, and 8)'/ and assigned a ran of 4 to the company with the lowest total, ; to the company with the second%lowest total, and so on.

4. <T+/ : the 1ost 8espected /ompany in +ower ,ector 5. 'ndia@s Aiggest <ews 1a ers ,urvey 6. Ausiness ,tandard's 2A,4GGG2 companies

EN0IRONMENTA$ A3AR-S

1. 6arth care Award % ;G4; to <T+/ for /limate /hange 'nitiatives 2. Molden +eacoc 6nvironmental 1anagement Award

3. /'' ,ustainability Award

4. 9rd Mreen Mlobe (oundation Awards 5. The ,unday 'ndian ,pecial 1ega 6-cellence : J'ndia@s Aest 6nvironment

$riven /ompany Award : ;GGI

PER1ORMANCE A3AR-S

1. 3ife Time Achievement Award to M1 <T+/ %/en+66+ 2. ,/)+6 6-cellence Award to <T+/ 3. <T+/ (inance $irector bags M,AA% Top 8an ers 6-cellence Award 4. Top 3iner 1aharatna Award to <T+/ 5. ,/)+6 6-cellence Award to ,hri Arup 8oy /houdhury, /1$, <T+/

CSR A3AR-S
1. Mreentech /,8 Award ;G4; to <T+/ 2. <T+/ wins Molden +eacoc Award for /orporate ,ocial 8esponsibility 3. <T+/ Awarded for /orporate ,ocial 8esponsibility O 8esponsiveness for

;G4G%44
4. <T+/ Awarded for /orporate ,ocial 8esponsibility

5. ;nd 'ndia +ower Awards ;GGI 6. /'' 'T/ ,ustainability Award

CORPORATE 5O0ERNANCE A3AR-S

1. Mood /orporate /iti#en Award to <T+/ 2. Molden +eacoc Mlobal Award for 6-cellence in /orporate Movernance : ;GGI 3. 9. '/,' <ational Award for 6-cellence in /orporate Movernance ;GGI

.UA$IT2 A3AR-S
1. 'nternational Mold ,tar Award for Ruality ;GGI

Chapter-@ Re"earch Methodo o#!

Re"earch Methodo o#!

8esearch is a logical and systematic search for new and useful information on a particular topic. 't is an investigation of Snding solutions to scientiSc and social problems through objective and systematic analysis. 't@s a search for nowledge, that is, a discovery of hidden truths. 7ere nowledge means information about matters. The information might be collected from different sources li e e-perience, human beings, boo s, journals, nature, etc. A research can lead to new contributions to the e-isting nowledge. )nly through research is it possible to ma e progress in a Seld. 8esearch is done with the help of study, e-periment, observation, analysis, comparison and reasoning. 8esearch is in fact ubiquitous. 8esearch methodology is a systematic way to solve a problem. 't is a science of studying how research is to be carried out. 6ssentially, the procedures by which researchers go about their wor of describing, e-plaining and predicting phenomena are called research methodology. 't is also deSned as the study of methods by which nowledge is gained. 'ts aim is to give the wor plan of research.

Purpo"e o% "tud!in# Re"earch Methodo o#! The purpose of research is to discover answers to questions through the application of scientific procedures. The main aim of research is to find out the truth which is hidden and which has not been discovered as yet. Though each research study has its own specific purpose, we may thin of research objectives as falling into a number of following broad groupings: 4. To gain familiarity with a phenomenon or to achieve new insights into it !studies with this object in view are termed as e-ploratory or formulative research studies";

;. To portray accurately the characteristics of a particular individual, situation or a group !studies with this object in view are nown as descriptive research studies"; 9. To determine the frequency with which something occurs or with which it is associated with something else !studies with this object in view are nown as diagnostic research studies"; H. To test a hypothesis of a causal relationship between variables !such studies are nown as hypothesis%testing research studies".

RESEARCH O/JECTI0E6
Any tas without sound objectives id li e trees without roots. ,imilarly in case of any research study underta en, initially the objectives of the same are determined and accordingly the further steps are ta en on. A 8esearch study may have many objectives but all these objectives are revolve around one major objective which is the focus of the study. 'n this study, the focus is on the emergence of the rural mar ets as the most happening mar et on which every mar eter has an eye. And so this study will be based on studying the emergence of rural mar ets in various conte-t. RESEARCH METHO-O$O52 @;@ METHO-O$O52 O1 STU-2 8esearch methodology is considered as the nerve of the project. *ithout a proper well% organi#ed research plan, it is impossible to complete the project and reach to any conclusion. Therefore, research methodology is the way to systematically solve the research problem. 8esearch methodology not only tal s of the methods but also logic behind the methods used in the conte-t of a research study and it e-plains why a particular method has been used in the preference of the other methods

@; @;1 Re"earch de"i#n6

Re"earch de"i#n is considered as a 2blueprint2 for research, dealing with at least four problems: which questions to study, which data are relevant, what data to collect, and how to analy#e the results. The best design depends on the research question as well as the orientation of the researcher. 8esearch design is important primarily because of the increased comple-ity in the mar et as well as mar eting approaches available to the researchers. 'n fact, it is the ey to the evolution of successful mar eting strategies and programmers. 't is an important tool to study buyer@s behavior, consumption pattern, brand loyalty, and focus mar et changes. A research design specifies the methods and procedures for conducting a particular study. According to ?erlinger, J8esearch $esign is a plan, conceptual structure, and strategy of investigation conceived as to obtain answers to research questions and to control variance.
Types and Methods of Research

8esearch is a process of collecting, analy#ing and interpreting information to answer questions. Aut to qualify as research, the process must have certain characteristics: it must, as far as possible, be controlled, rigorous, systematic, valid and verifiable, empirical and critical. 6very 8esearch needs lots of dedication from the researcher@s part% the amount of dedication mainly depends on the subject matter of the research. Aefore underta ing any research in any subject areas one must be sure about the intended purpose of the research%this purpose determines what type of research one is going to underta e. Any scientific research may fall into the following three broadly categories: -e"cripti'e '"; Ana !tica : $escriptive research includes surveys and fact%finding enquire of different inds. The major purpose of descriptive research is description of the state of affairs as it e-ists at present. 'n social science and business research we quite often use the term 6- post facto research for descriptive research studies. The main characteristics of this method are that the researcher has no control over the variables; he can only report what has happened or what is happening. 1ost e- post facto research projects are used for descriptive studies in which the researcher see s to measure such items as, for e-ample, frequency of shopping, preferences of people, or similar data

App ied '"; 1undamenta : 8esearch can either be applied !or action" research or fundamental !to basic or pure" research. Applied research aims at finding a solution for an immediate problem facing a society or an industrial&business organi#ation, whereas fundamental research is mainly concerned with generali#ations and with the formulation of a theory.K Mathering nowledge for nowledge@s sa e is termed Lpure@ or Lbasic@ research. J8esearch concerning some natural phenomenon or relating to pure mathematics are e-amples of fundamental research. .uantitati'e '"; .ua itati'e6 Ruantitative research is based on the measurement of quantity or amount. 't is applicable to phenomena that can be e-pressed in terms of quantity. Rualitative research, on the other hand, is concerned with qualitative phenomenon, i.e., phenomena relating to or involving quality or ind. (or instance, when we are interested in investigating the reasons for human behavior !i.e., why people thin or do certain things", we quite often tal of L1otivation 8esearch@, an important type of qualitative research. This type of research aims at discovering the underlying motives and desires, using in depth interviews for the purpose. Conceptua '"; Empirica 6 /onceptual research is that related to some abstract ideas or theory. 't is generally used by philosophers and thin ers to develop new concepts or to reinterpret e-isting ones. )n the other hand, empirical research relies on e-perience or observation alone, often without due regard for system and theory. 't is data%based research, coming up with conclusions which are capable of being verified by observation or e-periment. *e can also call it as e-perimental type of research. 'n such a research it is necessary to get at facts firsthand, at their source, and actively to go about doing certain things to stimulate the production of desired information. 'n such a research, the researcher must first provide himself with a wor ing hypothesis or guess as to the probable results @;@;4 -ata co ection and Techni7ue" -ata Co ection

$ata collection is a term used to describe a process of preparing and collecting data, for e-ample, as part of a process improvement or similar project. The purpose of data collection is to obtain information to eep on record, to ma e decisions about important issues, or to pass information on to others. $ata are primarily collected to provide information regarding a specific topic. $ata collection usually ta es place early on in an improvement project, and is often formali#ed through a data collection plan which often contains the following activity. 4. +re collection activity T agree on goals, target data, definitions, methods ;. /ollection T data collection 9. +resent (indings T usually involves some form of sorting analysis and&or presentation. Techni7ue" o% -ata Co ectionPrimar! data is the data that you collect yourself using direct observation, surveys, interviews etc. 't is the data that has been collected from first%hand% e-perience. +rimary data has not been published yet and is more reliable, authentic and objective. +rimary data has not been changed or altered by human beings; therefore, its validity is greater than secondary data. Secondar! data is data collected by someone other than the user. /ommon sources of secondary data for social science include censuses, surveys, organi#ational records and data collected through qualitative methodologies or qualitative research. 't is collected from e-ternal sources such as T0, radio, internet, maga#ines, newspapers, articles, reviews etc.

@;@;@ Samp e de"i#n The data used here by me is collected by primary and secondary sources. +rimary data: it will be collected with the help of a self administered questionnaire. This questionnaire aims to gather information related to various Aranded products. ,econdary data: it will be

collected with the help of boo s, research papers, maga#ines, news papers, journals, 'nternet, etc. .ue"tionnaire de"i#n6 As the questionnaire is self administrated one, the survey is ept simple and user friendly. *ords =sed in questionnaire are readily understandable to all respondent. Also technical jargons are avoided to ensure that there is no confusion for respondents. 'n addition to that, analysts of social and economic change consider secondary data essential, since it is impossible to conduct a new survey that can adequately capture past change and&or developments.

In thi" pro<ect -

SOURCE O1 -ATA6 PRIMAR2 SOURCE6 7'<$A3/)'<$=,T8'6,3H +ersonal interviews 6mployees SECON-AR2 -ATA6

Annual reports of <T+/ 'nternet <ewspapers

$IMITATIONS O1 THE STU-26

4% <T+/ only out sources from institutions li e ''T and now a days it is not doing campus placement ;% There are abide by the rules of the government in recruiting through certain quotas of ,/, ,T, )A/ and M6<68A3

Chapter->

-ata Co ection + Ana !"i"

Manpo,er P annin# and /ud#etin#
'n all $ivisions and +rojects of the /ompany, before the end of August every year, each $epartment will review the adequacy or otherwise of the available manpower with reference to the tas s and targets and determine the additional requirements of manpower in qualitative and quantitative terms for the immediately following financial year. Aased on the requirements of additional manpower of the individual departments, the detailed manpower plan for the financial year will be prepared jointly by the +lanning and +ersonnel $epartments for the $ivision as a whole giving specific details of each new posts other than casual posts and justification therefore and this manpower plan

containing details of e-penditure involved will form a part of the overall 1anpower Audget of the $ivision. Annual manpower plans including the additional manpower requirements along with all relevant details and estimated cost involved for all the $ivisions& +rojects will be consolidated into an integrated /ompany 1anpower +lan which will form a part of the annual budget to be submitted for approval of the Aoard of $irectors.

Recruitment Po ic! and Procedure" Preamb e

<T+/ subscribes to the belief that efficiency, effectiveness and success of the organi#ation depends largely on the s ills, abilities and commitment of the employees who constitute the most important asset of the organi#ation.<T+/ is therefore resolved to provide a framewor of policies which will enable the )rgani#ation to attract the right talent for the jobs and ma e it available at the right time and in right number with the ultimate objective of ensuring optimum and effective utili#ation of the human resources in a climate of satisfaction, development and growth. 'n pursuance of the above objectives and consistent with the /ompany's social and

national obligations, <T+/ hereby ma es the following policy statement to be called <T+/ 86/8='T16<T +)3'/P A<$ +8)/6$=86, to govern, regulate and generally facilitate recruitment of personnel in the +rojects, )ffices and 6stablishments of the /ompany.

RECRUITMENT AN- SE$ECTION

Pre iminar! The policy statement and the rules and procedures made hereunder will be

applicable to recruitment and selection of employee of all classes and categories irrespective of whether they are against regular, temporary, casual, or trainee posts, unless specifically stated otherwise. Manpo,er P annin# and /ud#etin#

Aased on the requirements of additional manpower of the individual departments, the detailed manpower plan for the financial year will be prepared jointly by the +lanning and +ersonnel $epartments for the $ivision as a whole giving specific details of each new posts other than casual posts and justification therefore and this manpower plan containing details of e-penditure involved will form a part of the overall 1anpower Audget of the $ivision. Creation o% Po"t" (or the purpose of according sanction to the creation of regular, trainee and temporary posts in different categories within the approved budget provisions and approving appointments to such posts, the following will be the competent authorities to be referred to hereinafter as the Appointing Authority

Job Tit e9 <ob Speci%ication"9 Ro e Out ine and Pa! "ca e" >ob specifications indicating the eligibility requirements in terms of minimum

educational and&or professional qualifications, length, nature of quality of e-perience, upper age limit etc. and a general outline of the role and responsibilities will be laid down in respect of each job title along with the pay scale or consolidated daily&monthly wage rate in which the posts in the category will be operated. Non-E&ecuti'e" =ns illed Mroup * G levels , illed Mroup O equivalent ,ecretarial and /lerical ,taff *9 O *H levels Super'i"or ,upervisory O equivalent /ategories E&ecuti'e" 6-ecutive 64 & 6 ; level ,' O *C levels

'nfusion of new blood to the e-ecutive and supervisory cadres will be through the 6-ecutive Trainee and $iploma Trainee ,chemes under which training based on specific requirements of the /ompany will be imparted to the fresh professional graduates and diploma holders to be recruited on a regular annual basis. A#encie" %or Recruitment

All recruitment to the e-ecutive cadres inclusive of e-ecutive trainees for all $ivisions and +rojects of the company will be centrali#ed in the /orporate /enter and dealt with by the /orporate 78 $ivision. =ntil such time as the /ompany's +rojects do not have their separate training facilities, all recruitments of $iploma training scheme will be done by the /orporate 78 $ivision 'n respect of all other non%e-ecutive personnel, recruitments will be done by the 78 $epartment of the $ivision&+roject concerned. Source" and Mode" o% Recruitment

(or recruitment of professional personnel in /ompany's e-ecutive cadre including e-ecutive trainees, selection, will be made on all 'ndia basis and for this purpose, the posts to be filled will be duly notified through press advertisements and /ompany <otice Aoards and&or through circulars issued to Movernment $epartments and +ublic ,ector =nderta ing where suitable candidates of the required e-pertise are e-pected to be available. 'n respect of recruitment to non%e-ecutive posts carrying a ma-imum basic pay of 8s. 4;EG&% per month and below all vacancies will be notified to the 6mployment 6-changes in terms of 6mployment 6-changes !/ompulsory <otification of 0acancies" Act. 4IEI. +rovided that notifications for recruitment to reserved vacancies will also be issued to Association concerned. /opies of notification may also be sent simultaneously to the /entral 6mployment 6-change and other employment e-changes in the neighboring district within the state and Movernment and ,emi% government organi#ations and&or

the positions may be advertised in the local press subject, however, to the condition that all things being equal, preference will be given to suitable candidates sponsored by the concerned 6mployment 6-change. 'n respect of recruitment to non%e-ecutive posts carrying a basic pay of above 8s. ;EGG&% per month, recruitment will be made from the region comprising the ,tate in which the $ivision&+roject&6stablishment concerned is located and the neighboring ,tates and for this purpose notification for filling the vacancies will be issued in the newspapers and also to the employment e-changes of the region through the /entral 6mployment 6-change in addition to the <otice Aoard in the /ompany's premises. +rovided that recruitment may be made to such posts from outside the region where the appointing authority is satisfied that suitable candidates in adequate number may not be available within the region. +rovided that to facilitate recruitment to the reserved vacancies, copies of such notifications will also be issued to the various agencies and associations as stated above. 'n addition to the above induction of e-ecutive and specialist non%e-ecutive personnel may be made as deemed necessary and appropriate by the authority competent to create the posts from one or more of the following sources: !a" deputation from /entral&,tate Movernments& 6lectricity Aoards and +ublic ,ector )rgani#ations where suitable personnel on terms offered by the /ompany may not be available at the right time from other sources where the time and cost involved in processing recruitments through open advertisements may not be justified in view of the number or nature of posts to be filled. !b" /ampus interview and recruitment to the posts in the grade of 8s.4;GGG% 4;EGG and 6-ecutive Trainees from reputed engineering&management institutions to be specified. !c" /andidates located through personal contacts and talent survey, only in respect of posts requiring specialist nowledge and e-pertise and&or e-ceptional qualification and merit subject to approval by the Appointing Authority. To %i Job Openin#" b! Se ection %rom ,ithin

The internal candidates who fulfill all eligibility requirements may be considered along with other candidates. ,ubject to fulfillment of minimum eligibility requirements and other prescribed criteria, directly recruited regular employees including deputationists will be considered eligible for selection to a post in open competition with e-ternal candidates Applications of all internal candidates will be forwarded to the 78 $epartment by the 7ead of the $epartment who should give in his forwarding statement: !a" /omments on the suitability of the candidates for the post applied for. !b" Assessment of the performance of the candidate. !c" 8emar s whether or not candidate can be released in case he is selected without detriment to the job currently being handled by him.

Pre%erence %or Candidate" /e on#in# to Schedu ed Ca"te"C Schedu ed Tribe"COther bacD,ard C a""e"CE&-Ser'icemen9 -i"p aced Per"on" etc;

Towards the fulfillment of the /ompany's social and national obligations it will always be <T+/'s 6ndeavour to provide gainful employment on a preferential basis to the members of the economically bac ward classes, e-% servicemen, persons uprooted from the project areas and other unfortunate sections of the society and for this purpose the directives of the Movernment concerning reservation of vacancies and special concession to be allowed to such candidates will be most strictly and conscientiously adhered to.

App ication 1orma itie"

=nless specifically e-empted by the appointing authority, all applications for job positions in the /ompany will be accompanied by a $emand $raft of the value of 8s.EG&% for e-ecutive posts, 8s.;EG&% for the posts of e-ecutive trainees and 8s. 4G&% for non%e-ecutive posts other than those covered by the 6mployment 6-changes

!compulsory <otification of 0acancies" Act, 4IEI.+rovided that candidates belonging to ,cheduled /astes and ,cheduled Tribes and 6-% servicemen will be e-empted from the payment of application fees. 1or,ardin# o% App ication" o% Candidate" %rom 5o'ernment and Pub ic UndertaDin#" 'n respect of candidates from Movernment and public sector organi#ations who apply through proper channel, 78 department will obtain copies of the annual appraisal reports or their abstracts in <T+/'s reference chec forms which will be placed before the ,election Aoard during or after interview but before the finali#ation of the panel of selected candidates. Re7ui"ition o% Manpo,er

The respective departments will forward their manpower requirements in prescribed requisition forms to the 78 $epartment through the respective Appointing Authority competent to sanction creation of posts indicating therein the last dates by which placement of personnel is desired for different posts eeping in view the normal lead time for recruitment.

Proce""in# o% App ication"

All applications received against a specific notification& advertisement will be subjected to a preliminary scrutiny by the 78 $epartment Inter'ie," and Ro e o% Se ection /oard

The candidates included in the short%list of rated applications referred to T76 above will be called upon to undergo a prescribed selection process which may consist of: an interview before the ,election Aoard, or a test and&or group discussion followed by an interview of all candidates before the ,election Aoard, or

An elimination test and&or group discussion followed by an interview before the ,election Aoard of only those who qualify in the test and&or group discussion.

Operation o% Pane o% Se ected Candidate"

The /entral ,election Aoard, based on the merit and performance of the candidate during the interview, awards mar s to them by consensus. Aased on fulfilling the criteria for length of service advertised for each level and also on the mar s awarded by the /,A, the candidates are placed on the panel at appropriate level, ,eparate panels are drawn for Meneral, ,/&,T and )A/ categories. The minimum qualifying mar s required for placement in panel for different categories of candidates are : Meneral /ategory EEF )A/ /ategory EGF ,/&,T /ategories HEF O%%er" o% Appointment

=pon approval by the competent authority, offers of appointments are sent by 8egistered +ost giving 9G days time for joining. 7owever, e-tension in joining upto four months based on the merit of the case, after approval of the competent authorities, is also allowed.

Medica 1itne""

<obody will be appointed to any post in the /ompany whether regular, temporary, trainee or casual unless he is declared physically fit as per the medical fitness standards prescribed for the post after a medical e-amination by the /ompany's authori#ed medical officer&officers at the time of appointment in the /ompany's service. Joinin# 1orma itie"

'n case of recruitment to e-ecutive and supervisory posts, prescribed application blan s will include a column for the candidates to give names of two references to

whom, in the event of selection of the candidate, reference will be made in the prescribed form for eliciting their views and opinions on the suitability of the candidate for employment in the /ompany.

TRAININ5 Training shall include a training programme, seminar, convention, wor shop, symposium or any other structured learning or developmental programme, based on organi#ational needs and&or Training <eed Analysis. O/JECTI0ES6

1a e learning one of the fundamental values of the /ompany 6nsure value addition through training to the overall business process 'nstitutionali#e learning opportunities that supplement wor e-perience 'ntegrate organi#ational and individual developmental needs 6nable employees to eep abreast with the latest nowledge and s ills and enable them to underta e current and future responsibilities in a more effective manner. +rovide lin ages between the different functionaries of training activity +rovide lin ages of training activity with overall 7uman 8esource function.

T2PES O1 TRAININ56 In-hou"e Trainin# Pro#ramme6 A training programme designed, developed and conducted within the /ompany, e-clusively for the regular employees of the /ompany, with or without the assistance of e-ternal agency !ies".

 E&terna Trainin# Pro#ramme6 A training programme designed, developed and conducted within 'ndia, by an outside agency, not e-clusively for the employees of the /ompany, and to which one or more employees of the /ompany may be nominated. P anned Inter'ention6 A grade&level&category%wise in%house training

programme, normally based on a template course design, and conducted to improve competency base of employees as felt necessary by the organi#ation. The 3ist of current +lanned 'nterventions is given in Anne-ure '. Need-ba"ed Pro#ramme6 A training programme, designed, developed and conducted on the basis of the developmental needs felt and identified for the employees concerned in the Training <eeds (orm. Speci%ied Inter'ention6 An e-ternal training programme or an in%house training programme other than a +lanned 'ntervention or a <eed%based +rogramme, conducted to improve certain specified competencies, as felt necessary by the organi#ation.

PROMOTION AN- TRANS1ER6

6ligibility period is that minimum period in the e-isting grade on completion of which an employee is considered for promotion to the ne-t higher grade on the standard date of promotion, subject to provision of promotion channel and availability of vacancies and other conditions. Meneral +rinciples: 4" +romotion of e-ecutives to positions in ne-t higher grades will be on the basis of merit, efficiency, grade service and suitability. 'n view of the fact that such merit, efficiency and suitability can be meaningfully determined on the basis of assessment of performance and potential over a reasonable period. ;" *herever limited applicability of seniority is provided in this policy, such seniority will be determined with reference to one or more of the following factors: 3ength of service in a grade from the date of joining inclusive of seniority weight age if any or from the date of promotion in <T+/. 1erit position in the selection panel where date of joining is the same or the merit position in /orporate +romotion /ommittee minutes where date of promotion is the same.

9"

/ases of eligible personnel in the e-ecutive cadre may be ta en up for

consideration for promotion at any time depending upon the availability of vacancies and e-igencies of wor . H" 't would be essential to clear a departmental e-amination of standard equivalent to bachelor in engineering for any e-ecutive who possesses only diploma in engineering qualification, to be promoted beyond the grade of $eputy 1anager. This condition will be rela- able by /1$.

TRANS1ER

O/JECTI0ES6 i. ii. iii. iv. v. vi. The transfer of employees from one location to another becomes necessary to meet the organi#ational needs as well as employee developmental and personal needs. The various considerations could, broadly, be classified as under:% To meet organi#ational requirements, as envisaged in the manpower plan. To optimi#e appropriate placement. To meet e-igencies of company@s wor . To meet the needs at a particular location requiring speciali#ed nowledge&e-perience. To cater to the changing needs of the organi#ation To ensure optimum utili#ation of manpower O their s ills To accomplish specific tas &objectives with the available resources Towards developmental needs of the employees To meet the individual employee needs matching it with organi#ational requirements

Administrative grounds and&or effective deployment of manpower.

Towards career development of employees through job%rotation.

To ta e care of pressing personal problems of employees, to the e-tent feasible and subject to )rgani#ation requirements.

The %o o,in# procedure ,i be ob"er'ed ,hi e decidin# tran"%er";

The transfer of 7ead of +roject&,tation will be affected in consultation with all the concerned (unctional $irectors.

Transfers of $M1s&AM1s !where $M1&AM1 is not 7ead of the +roject&unit" will be affected in consultation with the /oncerned 6$&(unctional $irector.

Transfer of 7ead of $epartment within the +roject&,tation shall not be done by the 7ead of the +roject&8egional 6$, unless approved by $!78" !upto 6C level" and /1$ !6CA O above"

'nter functional&department shifting of personnel at 65 and above within a +roject&,tation shall be done with approval of $ !78".

<o structural change in the approved manpower module should be carried out by the +roject 7eads&6$s e-cepting with the approval of $ !78".

'n situation involving administrative e-igencies where consultations as above !clause H.G !iO ii"" with /oncerned (unctional $irector&6$ is not possible, the /ompetent Authority may order such transfer after recording reasons for not consulting the (unctional $irector&6$.

The project&controlling officer will release all employees in respect of whom orders of transfer are issued promptly. 7owever, in case it is not done the e-ecutive will automatically stand released on completion of ; months from the date of issue of the transfer order. The concerned e-ecutive will draw wages only from the new place of posting after e-piry of two months from the date of issue of transfer order.

PER1ORMANCE APPRAISA$6

+erformance appraisal is a process for bringing out the best in employees and developing than for facing new challenges through close relationship and understanding between them, the employee and his supervisor. 't also helps in understanding the employee@s aspiration, identifying his developments, needs and fulfilling them through job rotation&re%assessment and other measures. The performance Appraisal ,ystem in <T+/ has been evolved after wide ranging discussions and participation of all concerned at various stages. *ith a view to meeting the individual and organi#ational needs. The system is an outcome of these deliberations on the objectives, forms and the process of the appraisal

Ob<ecti'e" +erformance appraisal system has following objectives:

1; E%%ecti'e 3orD "!"tem To set Targets and +erformance norms, monitor wor progress and plan for improved performance 4; Trainin# and -e'e opment To understand the gaps in nowledge, s ills and attitudes that e-ists and see how these can be filled by planned guidance and training. @; P acement To consider an employee@s suitability of different types of assignments and matching the abilities and e-pertise of the e-isting personnel with the job requirements.

>; Promotion To provide the basis for determination of merit, efficiency and suitability for purposes of promotion.

E'a uation 'n performance appraisal system following is being evaluated:

 6valuations of wor performance on the present job i.e. the e-tent to which performance norms and targets have been met quantitatively and qualitatively. The evaluation of behavioral attributes attitudes and e-ecutive abilities. The e-tent of development achieved by the employee during the period under review. 6valuation for potential for assuming higher responsibilities. Alternatives roles&functions into which the e-ecutives can move. )verall assessment of the employee. Assessment of training needs.

Co'era#e +erformance appraisal for e-ecutive: The appraisal will cover performance during the financial year. The format and process of appraisal will be the same for all functions and similar for all levels of e-ecutives. The appraisals form is to be filled by all e-ecutives who have served for period of at least 9 months in the organi#ation during the financial year.

Per%ormance apprai"a %or non-e&ecuti'e6 There will be different formats for assessment as per the following board categories: ,upervisory ,ecretarial O )ffice +ersonnel *or men *or men: =ns illed +ersonnel

IN-UCTION
'nduction program plays an essential role to orient the employee as soon as he joins the company. 't helps to orient the employee to the company and its tas s, to understand his&her role with other roles in the company. To help him understand the e-pectations of other employees from him anted to give him a feel of good organi#ation and feel a part of it. 't focuses on understanding of organi#ations, its vision and mission, the place of his role in the organi#ation@s mission etc. <T+/ has its own culture, norms, and value system. 't is one way in such culture and traditions are established and maintained through sociali#ation of new employees in to the culture of the company.

Orientation Pro#ramme After completing all the formalities of the recruitment formalities, the trainees report at the +ower 1anagement 'nstitute and on joining they will be given a detailed briefing about the training plan. Training ?its, ties&scarves will also be distributed.

Induction Pro#ramme The training programme will commence with a formal inauguration by the 7onorable 1inister of +ower followed by one wee and functions of various departments. of 'nduction and )rientation module at /orporate/enter to acquaint the trainees about the corporation@s aims, objectives, plans

)n completion of 'nduction and )rientation programme, trainees will be divided in small groups based on the total joined to undergo further training at various +roject Training 'nstitutes li e ,ingrauli, ?orba, 8amagundam, (arra a, 0indhyachal and +1' which are fully equipped with necessary infrastructure for training.

 Induction Manua 'nduction manual is handed over to all new recruits for better adjustments to new environment. 't contains information of all departments to new environment, groups of <T+/. A brief history, financial highlights members of Aoard of $irectors.

S3OT Ana !"i"

,*)T analysis is a "trate#ic p annin# method used to evaluate the ,trengths, *ea nesses, )pportunities, and Threats involved in a pro<ect or in a bu"ine"" venture. 't involves specifying the objective of the business venture or project and identifying the internal and e-ternal factors that are favorable and unfavorable to achieve that objective. The technique is credited to A bert Humphre!, who led a convention at ,tanford =niversity in the 4I5Gs and 4ICGs using data from 1ortune E?? companies. A ,*)T analysis must first start with defining a desired end state or objective. A ,*)T analysis may be incorporated into the strategic planning model. ,trategic +lanning has been the subject of much research.

4%

,trengths: characteristics of the business or team that give it an advantage over others in the industry. *ea nesses: are characteristics that place the firm at a disadvantage relative to others.

;%

9%

)pportunities: e-ternal chances to ma e greater sales or profits in the environment.

H%

Threats: e-ternal elements in the environment that could cause trouble for the business.

Stren#th"6

4% +ioneer in the industry, largest mar et share and capitali#ation, spread across the country. ;% $ominant mar et share 9% /onsistent Mrowth H% )perational 6fficiency E% /ommercially attractive sources of power 5% ,ystem based managerial practices 3eaDne""e"6 4. ;. 9. $epleting input materials sources +rices are determined by 'ndia's 6lectricity Act Movt intervention can often cause disruptions in operations

Opportunitie"6 4. 7uge demand and supply gap ;. 3arge opportunity in energy consultancy service 9. <ew sources of power generations

Threat"6 4. 8ising cost of production ;. 7uge competition from growing private sector firms 9. <ew and cleaner sources of power