A Vocational training report on Process development at NTPC, Unchahar. Including ERP awareness !tud" anal"sis o# People!o#t $R%!

module

!u&mitted &"' Achal (umar Prasad %)A *IT+ I%),--.-/0

E1ternal guide' %r. !amantha Rout $ead o# IT department NTPC, Unchahar.

Internal guide' %r. Vi2a" Chaurasia 3acult" mem&er at IIIT Allaha&ad

Acknowledgment

4e, Achal 5umar Prasad and A2endra (umar %ishra had undergone a vocational training at NTPC, Unchahar under the department o# IT on di##erent o&2ectives #rom 67th ma", ,--8 to ,/rd 9une, ,--8. 4e here&", want to conve" our sincere than5s to all the sta## o# NTPC, Unchahar who have helped us in completing our pro2ect success#ull". 4e would li5e to start our to5en o# gratitude with %r. !amantha Rout, our guide at NTPC #or providing us the opportunit" to wor5 at IT department and ta5ing care o# our wel#are. Then we wish to e1press our sincere than5s to %rs. %ani %athur #or guiding us at ever" stage o# our training. The other persons who provided us with their help, time and assistance in our pro2ect are %r. A ( %ishra, %r. !hu&rat Panda and %r. A ( :as. 4e received un&elieva&le support #rom the sta## o# the IT department and our other colleagues over there also cooperated with us &" giving a helping hand whenever re;uired. 4e again than5s ever"one #or their support and cooperation without which this endeavor could not have &een such a success.

Achal (umar Prasad A2endra (umar %ishra %)A *IT+, /rd !emester, IIIT<Allaha&ad.

Declaration

The pro2ect o# =Process development at NTPC, Unchahar, Including ERP awareness !tud" anal"sis o# People!o#t $R%! module > was assigned to us &" m" pro2ect guide %r. !amantha Rout, !enior %anager, IT :epartment NTPC, Unchahar. The Pro2ect re;uired ;uantum o# in#ormation #rom di##erent sources. 4e were #ull" authori?ed to use the in#ormation mentioned a&ove availa&le #rom internal sources o# the compan". 3or the completion o# this pro2ect 4e had &een to NTPC to get the organi?ational structure and interviewing people to develop $uman Resource Accounting and Chec5ing the ERP awareness among emplo"ees. Anal"sis and recommendation part is ours. )ased on the a&ove in#ormation we have given anal"sis and recommendations which we have #ound to &e most appropriate. The anal"sis o# the o&2ective is also completel" ours e##ort. The new process o# complain and inventor" s"stem and methodolog" #or $RA was developed &" me under guidance o# m" internal guide.

IN:IAN IN!TITUTE @3 IN3@R%ATI@N TEC$N@A@BC *:eemed Universit"+ 9halwa, :eoghat. Allaha&ad.

!U%%ER TRAININ& CERTI'ICATE

This is to certi#" that %r( Achal )umar Prasad o# %)A *IT+D %!CAI! )atch ,--.<-E at Indian Institute o# In#ormation Technolog", Allaha&ad has success#ull" completed hisDher !ummer Internship during %a"*+ul" ,--..
He/She has undertaken the project titled Process development at NTPC,

Unchahar, Including ERP awareness & Study analysis o PeopleSo t !R"S module#, at NTPC, Unchahar. The Project on evaluation fulfills all the stated
criteria and the students findings are his/her original work.

I hereb certif his work was e!cellent/good/satisfactor to the best of " knowledge.

IIIT< Allaha&ad.

%r. Vi2a" Chaurasia Internal Buide

Ta/le o# contents
0( 1/2ectives ,( !urve" report ,.6E1ecutive !ummar" ,.,Pro&lem :e#inition ,./Approach To The Pro&lem ,.7Research design ,.F!caling techni;ues ,..:ata anal"sis ,.8Results ,.ECauses #or lac5 o# awareness ,.0Aimitations and caveats ,.6-Recommendations ,.66Guestionnaires and #orms 3( Peopleso#t 4 at NTPC5 /.6@&2ective /.,Peopleso#t wor5#low 6( $uman resource accounting #or NTPC 7.6Reasons #or developing $RA #or internal purposes 7.,Aev and !chwart? model 7./Proposed %odel 7.7 9usti#ication #or Proposed %odel 7.FAimitations o# Proposed %odel 7..Conclusion 7( improving the process o# complain and inventor" s"stem F.6&rie# introduction o# the process F.,process map #or the earlier process F./new process structure 8. Re#erences

0( 1/2ectives 6. A surve" #ocused on ERP awareness and #eed&ac5 #or IT services o# the IT department. ,. !tud" o# process #low o# $R%! module &" peopleso#tE /. :eveloping methodolog" #or human capital evaluation and integrating with People!o#t. ,( !urve" report ,(0E9ecutive !ummar" %a2or #indings NTPC &eing a ver" &ig organi?ation, alread" has a decent level o# automation throughout its departments. It 5eeps the re;uired communication through the local intranet provided &" the IT department o# the organi?ation. :uring the time o# our summer interns at NTPC, Unchahar, the organi?ation was undergoing the pre<implementation phase o# !AP. !AP is the ERP pac5age provided &" the compan" !AP Inc. to NTPC and the compan" is adamant to implement the =Bo Aive> stage o# the ERP implementation at all the sites o# NTPC latest &" ne1t "ear. The technological partner in implementation o# !AP here is !iemens India Atd. The onl" di##icult" NTPC Unchahar was #acing was the improper and slightl" ine##icient handling o# the ;ueries, dou&ts and con#usion o# the internal customers so as to give them greater degree o# satis#action and encouragement in their 2o&. 4e identi#ied the pro&lem and recommended suita&le solution to the IT head o# department. The ne1t issue that was &eing #aced was that o# the !AP*ERP+ awareness throughout the organi?ation. Even the senior e1ecutives were not #ull" ac;uainted with the role and &ene#its o# the ERP pac5age. The awareness a&out signi#icance and a#ter e##ects o# implementing such a huge re<engineering tool was a must and there#ore we conducted a surve" to chec5 the level o# awareness amongst #ew o# the e1ecutives in various departments.

,(,Pro/lem De#inition Pro&lem &ac5ground The pro&lem that NTPC was #acing prior to our visit at the Unchahar site was one that is ver" common in such huge organi?ations. The emplo"ees were not a&le to utili?e the resources availa&le in the &est possi&le manner and were unaware o# the coming &ig change in the #orm o# !AP RD/. NTPC had &een wor5ing upon the prevalent legac" s"stem o# automation and was not doing &ad during the previous #iscals &ut the top level management envisioned the need o# integrating the various sites and departments o# NTPC through a ver" e##icient and innovative in#ormation technolog" s"stem so that the redundancies could &e reduced in the processes, communication could &e improved and resource utili?ation could &e ma1imi?ed. The introduction o# !AP RD/ was thus, not an instantaneous decision rather it was a well thought plan and a highl" visionar" step towards increasing e##icienc" and ultimatel" pro#its. Then there was the pro&lem that had &een detected &" the local IT department o# Unchahar itsel# and was directed towards us #or an" recommended solution. The emplo"ees o# NTPC, Unchahar are considered to &e the internal customers o# the organi?ation and there#ore it &ecomes the responsi&ilit" o# the IT department to provide them a resource#ul intranet and in#ormation data&ase in such a manner that the" could avail ma1imum &ene#its #rom them. The emplo"ees had the complaint that the" were una&le to locate the e1act place on the site where the" were re;uired to register their complaints and the" also couldnHt decide whom to address when and where, through which channel. This unstructured channeling o# the complaints and ;ueries section was the other pro&lem o# NTPC here at Unchahar that needed to &e streamlined and re;uired immediate attention. !tatement 1# The Pro/lem *a+ !urve" #or chec5ing awareness a&out present automation level and coming ERP*!AP+ *&+ Betting #eed&ac5 #or the services o# IT department #rom the emplo"ees o# NTPC, Unchahar. ,(3Approach To The Pro/lem The wor5ing environment at NTPC, Unchahar was e1tremel" congenial and ver" recentl" had ac;uired a ran5 in the top 6- &est places to wor5 issued &" the &usiness world. This #act helped us a lot as ever"one was ;uite satis#ied with their 2o& and hence were more than read" to co<operate with us in
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conducting our surve". In order to chec5 the awareness amongst the emplo"ees, we moved #rom department to department and presented the alread" prepared ;uestionnaire to various e1ecutives o# each department. The ;uestionnaire contained all the relevant ;uestions that could re#lect the awareness among the emplo"ees to a great e1tent. !imilar surve" was conducted &" us in order to get the #eed&ac5 #or the services o# the IT department and this surve" was conducted separatel" so as not to intermingle the responses o# the respondents with the previous one. 3or addressing the issue o# streamlining the complaint channel #or the emplo"ees, we had long discussions with the heads o# the IT department and it was #inall" through some serious thin5ing that we came up with a solution that suited the needs o# the emplo"ees and the department heads also gave a nod to the recommended solution.

,(6Research design T"pe o# research design The 5ind o# research used in preparing this report is the ;ualitative research design wherein the natural setting o# NTPC was used as the source o# data. In this research we have attempted to o&serve, descri&e and interpret settings as the" were. )asis #or the Use o# a Gualitative %ethodolog" There are several considerations when deciding to adopt a ;ualitative research methodolog". Gualitative methods can &e used to &etter understand an" phenomenon a&out which little is "et 5nown. The" can also &e used to gain new perspectives on things a&out which much is alread" 5nown, or to gain more in<depth in#ormation that ma" &e di##icult to conve" ;uantitativel". Thus, ;ualitative methods are appropriate in situations where one needs to #irst identi#" the varia&les that might later &e tested ;uantitativel", or where the researcher has determined that ;uantitative measures cannot ade;uatel" descri&e or interpret a situation. This #ormed the ver" &asis #or selecting the ;ualitative design #or our research at NTPC. In#ormation needs 4e needed certain &asic in#ormation that was imperative in order to arrive at an" suita&le conclusion in our report. The hierarch" o# the e1ecutives was re;uired to &e 5nown and the 2o& pro#ile o# ever" individual was re;uired to &e studied. The &ehavior o# the emplo"ees towards new people was also needed to
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&e 5ept in mind. The process stud" was also essential in#ormation to &e 5nown. All such in#ormation was o&tained with the help o# the IT department and the intranet o# NTPC. Regarding our suggestions to the IT department it was a result o# assessing the intranet prudentl" and intensive thin5ing #or the same. 3or ever" other in#ormation needs we went straight awa" to the concerned e1ecutives and had one to one interaction regarding their 2o& and the related wor5 in the process chain. :ata collection :ata collection can &e done &asicall" in two #orms vi?. Interviews and @&servation. @ur report was #ormed with the help o# &oth the #orms o# data collection. In order to collect the re;uired data #or our anal"sis we underwent a methodological process o# data collection that included the #ollowing'< 4e determined a #ocus #or the in;uir". @ur main #ocus was to e1tract true in#ormation regarding ERP awareness amongst the e1ecutive level o# emplo"ees. This esta&lished a &oundar" #or the stud", and provided inclusionDe1clusion criteria #or new in#ormation. Another inclusion in our criteria came when we were also told to get the #eed&ac5 a&out the services provided &" the IT department. :ue to the #le1i&ilit" in our #ocus we were a&le to modi#" our o&2ective accordingl". Then we determined where and #rom whom data will &e collected. 3or this purpose we had randoml" selected a #ew e1ecutives #rom the hierarch" o# each department and we went in person to their respective ca&ins in order to ta5e data #rom them. Ne1t we determined what the successive phases o# the in;uir" will &e. 4e thus moved over to the intranet that provided us with ample data and relevant in#ormation. 4e then planned data collection and recording modes. This included how detailed and speci#ic ;uestions o# the ;uestionnaire will &e, and how #aith#ull" data will &e reproduced. ,(7!caling techni:ues The scaling techni;ue used #or our research was not a ver" standard one since it contained an amalgamation o# di##erent scaling techni;ues. 3ew ;uestions were needed to &e answered in detail &" the respondents while #or some o# the ;uestions the respondents merel" had to tic5 the option which the" &elieved to &e most true in their conte1t. !ome ;uestions re;uired onl" one option to &e mar5ed while some could have multiple answers. %ost o# the ;uestions were such that the" were supporting the comparative scaling techni;ue rather than the non<comparative scaling techni;ue.
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Guestionnaire development and pre<testing The ;uestionnaire prepared &" us was the one containing ;uestions covering each and ever" aspect o# the pro&lems concerned with lac5 o# ERP awareness and the services o# the IT department. Guestions considering individual pro&lems, i# an" o# the emplo"ees were also included. The ;uestionnaire was in simple English with which ever"one was com#orta&le and even i# someone had an" pro&lem we were alwa"s there to clear their dou&ts. !ampling techni;ues %a1imum variation sampling and the convenience sampling were used to get the responses #rom the total o# FF- e1ecutives there at NTPC, Unchahar. 4e interviewed and got responses #rom F- respondents on a random &asis #rom all departments o# the organi?ation. 3ieldwor5 The #ieldwor5 during our training included moving #rom department to department in search o# e1ecutives to give responses to our ;ueries and our ;uestionnaire. Ever"one cooperated with us and gave us their precious time to settle our dou&ts related to our stud".

,(8 Data anal"sis %ethodolog" 4e have used the inductive data anal"sis #or our research as it is done t"picall" in an" ;ualitative research. The collected data was anal"?ed &" considering each and ever" response o# all the respondents and then &ased upon the general response #or an" particular ;uestion the conclusion was drawn accordingl" #or the same. In addition to this we also had to e1trapolate a #ew responses that were le#t over &" an" respondent. This e1trapolation was done in accordance with the trend o# the other responses collected so that no discrepanc" occurs in the result or the #inding o# the surve".

Plan o# data anal"sis Each and ever" ;uestion in the ;uestionnaire had a de#inite o&2ective and the surve" was done ta5ing the e1ecutive level and senior wor5 group one at a
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time. This was the &asic plan we were #ollowing &e#ore surve". @ur e##orts o# planning paid o## while anal"?ing the collected data &ecause it de#initel" made the 2o& o# data anal"sis easier and com#orta&le. The responses o# the senior wor5 group were there#ore anal"?ed separatel" #rom the other respondents. The plan o# data anal"sis also included as to how should the responses &e studied so that a de#inite conclusion could &e drawn and there#ore we decided to stud" the responses on a pie chart so as to in#er the results o# the surve". ,(.Results ;evel o# ERP awareness The pro2ect Aa5sh"a is currentl" responsi&le #or ERP implementation in NTPC which was in #ull swing when we underwent our summer training at NTPC, Unchahar. The compan" !AP is implementing ERP throughout NTPC and !eimens is its technological partner. The results o# the surve" depicted a lu5ewarm awareness amongst the e1ecutives and wor5ers o# NTPC, Unchachar &ut a #ew o# the e1ecutives were #ull" aware and were even read" with their recommendation #or &etter and e##ective implementation. The ERP awareness was studied &" us on the &asis o# 5nowledge o# automation, #unctioning o# ERP pac5age, process change and changes in roles and responsi&ilities a#ter implementation. A#ter interrogations and tal5s with the related e1ecutives o# various departments we #inall" came upon conclusion that 8FI o# the respondents needed the ERP related training and around ,FI o# them actuall" were not ver" com#orta&le wor5ing upon the so#tware installed on their computers and also needed &asic 5nowledge o# computers. There were a #ew departments where the ERP training was needed essentiall" and that cannot &e ignored in an" case. The departments o# $R, Purchase, @perations etc. were amongst such departments where the ERP training was re;uired the most. The result o# ERP awareness when seen through a pie chart e1plicitl" reveals the true picture o# ERP awareness at NTPC, Unchahar. The pie chart has &een drawn considering the chun5 o# wor5ers who either are #ull" aware a&out ERP and related conse;uences, are partiall" aware, are not aware, are not aware o# the #urther implications on the organi?ation, and the ones who are aware a&out the #unctionalities &ut not aware o# the changes in their roles and responsi&ilities. The given chart shows the percentage and num&er o# respondents who gave their responses out o# the F- respondents surve"ed a&out the ERP awareness. Thus #ollowing is the pie chart mani#esting the status o# ERP awareness at NTPC, Unchahar'<

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ERP awareness at NTPC, Unchahar

full aware

partiall aware #$ %&' %+$ (,' (&$ )&' *$ %)' not aware of the further i"plications aware about the functionalities but not aware of the changes #$ %&' not aware

'eed/ack #or IT services @ur surve" was not onl" restricted to 5now the ERP awareness &ut we also e1tended it to 5now the general percept o# wor5ers #or the services provided &" the IT department o# NTPC, Unchahar. The surve" revealed that the wor5ers were almost satis#ied with the services o# the IT department &ut desired some more active support #rom them. 4e studied the responses #or #eed&ac5 on the &asis o# ;ualit" o# services, support, innovation, consistenc", timeliness, etc. The true picture o# the #eed&ac5 was again provided &" the pie chart in this case also, considering the a&ove mentioned aspects. The given pie chart gives the percentage and num&er o# the respondents out o# the F- respondents surve"ed who gave various reasons and aspects where the IT department lac5s. Thus #ollowing pie chart is clearl" mani#esting how the emplo"ees #eel a&out the services o# the IT department at NTPC, Unchahar'<

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$eed%ac& or the IT departement o NTPC, Unchahar

lack in .ualit of services lack in support -$ %,' ($ )' ,$ %(' %&$ (&' -$ %,' lack in innovation lack in consistenc lack in ti"eliness lacks /o 0here

%,$ +('

The a&ove shown pie charts #or &oth the o&2ective o# surve" was drawn on the &asis o# the data collected #rom the F- respondents throughout the various departments o# NTPC, Unchahar. These F- respondents were chosen randoml" and the" all gave their responses #or &oth the ;uestionnaire at the same time i.e, #or the ERP awareness and the IT services. The results o# our surve" showed that the overall awareness o# ERP in NTPC was #airl" low and the satis#action with the services o# the IT department was average. 3ew o# the e1ecutives were ver" participative and hence gave us their own recommendations to the !AP team #or the ERP implementation and also to the IT department itsel#. 4e consider some o# them worth mentioning in our report, so #ollowing are #ew o# the recommendations provided &" the e1ecutives themselves'< The intranet was e1tremel" slow and was there#ore re;uired to &e repaired accordingl". 4i3i was also recommended &" one o# the senior manager.

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 !ending a computer to the IT department #or maintenance #or long 5eeps the wor5 o## and there#ore the department must have an alternative plan. An" installation on the userHs PC was done &" the o##icial o# the IT department onl" and there#ore the user was not a&le to do an" e1tra installation on his computer which could &e re;uired urgentl". The emplo"ees were #orced to wor5 on the I)%Hs A@TU! and the %icroso#tHs @utloo5 was restricted. The concerned e1ecutives wanted a solution to this issue immediatel". ,(4Causes #or lack o# awareness The ERP awareness at NTPC, Unchahar was not a&sent &ut was ;uite limited and people were not aware up to the level that was re;uired #or the implementation o# such a huge pro2ect. There could &e a plethora o# reasons and causes #or such unawareness &ut the ones we identi#ied were as #ollows'< The a&sence o# a #ormal introductor" tal5 with ever"one a&out the wonders o# an ERP pac5age and its a#tere##ects. The mismanaged and incomplete in#ormation on the intranet. The in#ormation provided is not ver" speci#ic towards the emplo"ees. Aac5 o# e1citement among the senior e1ecutive regarding the implementation o# ERP. The" are ta5ing it as 2ust another 2un5 activit" &" the top level management. Roles and responsi&ilities are not reall" distinguished and there is a lac5 o# identi#ication amongst the emplo"ees. People have a more laid &ac5 attitude owing to the #act that NTPC is a pu&lic sector unit where an" such implementation ta5es much longer time than what is e1pected and planned.

,(<;imitations and caveats There are alwa"s some or the other limitations in an" surve" and a pro2ect. 3acing the same unpleasant truth, we had to surrender to some o# the limitations that occurred while completing our pro2ect. These limitations and the caution to &e ta5en are mentioned as #ollows'< The ;uestionnaire wasnHt a&le to touch the da" to da" occurring pro&lems o# the emplo"ees and #or that the" had to actuall" write up the details on the ;uestionnaire sheet which was time consuming.
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 Not ever" ;uestion in our ;uestionnaire was #easi&le to &e made in a multiple choice answer #orm and there#ore some o# them had to &e answered in detail. This made a #ew respondents disinterested in responding to the ;uestionnaire with the desired 5eenness. The #indings o# the report ma" or ma" not &e cent per cent accurate &ecause the results are purel" &ased upon the responses collected &" us #rom the e1ecutives. The e1ecutives had no o&ligation to respond #ran5l", accuratel" and precisel" there#ore the" ma" not &e considered a&solutel" correct &ut can de#initel" &e ta5en as the closest appro1imation o# the real situation. ,(0-Recommendations 0( IT department should de#ine a proper o&2ective #or themselves not 2ust #or completing their own 2o& &ut 5eeping consistenc" with the di##erent initiative ta5en &" NTPC #or improving their operation with IT. ,( Improvement is the continuous process so appl" innovative idea #or &eing e##ective and e##icient. 3( IT department should &e lia&le #or generating interest in emplo"ee a&out the !AP and other IT initiative. 6( 4e are giving a simple to read and comprehend #ile #or initial 5nowledge o# coming ERP. That is to #loat ever"one. 7( $elp emplo"ee to understand their re;uired s5ill in IT.

,(00=uestionnaires and #orms 3orm 6 < 3eed&ac5 #orm #or IT initiatives at NTPC, Unchahar Name' :esignation' :epartment' 6. :o "ou &elieve that IT will pla" an important role #or achieving our o&2ective as &eing the nerve o# organi?ation structureJ a+ Ces it will &+ 4ill not &e ver" help#ul c+ An" comment *suggested+KKK
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,. the automation level o# "our department is consistent with the re;uired need a+ &+ c+ d+ e+ it is time and cost saving it is consistent with the &est practices o# the processes the automation is complete in its totalit" the automation improves the overall e##icienc" and avoids chaos it reduces the paper wor5

/. do "ou 5now a&out the #unctionDimplications o# coming ERP*!AP+ pac5age a+ &+ c+ d+ level o# integration that will &e achieved streamlining o# process #low changes in processes that will &e a#ter implementation I donHt have detail idea

7. Is the in#ormation given on the intranet su##icientJ I# no please speci#" what "ou need more to 5nowKK.. F. ERP is going to help "ou in increasing the e##icienc" o# "our department and will increase the e##ectiveness o# "our 2o&. a+ It will help me to concentrate on core tas5s o# department rather than the trivial ones. &+ It will help me in getting critical in#ormation #rom all departments on time when needed. c+ It will not &e o# great help d+ I donHt have an" idea .. :o "ou thin5 that there is an advantage o# !AP over present legac" s"stemJ a+ &+ c+ d+ e+ Ver" much true A good deal A little true Not !ureDuna&le to decide I donHt thin5 so

8. :o "ou need some training #or increasing "our s5ills in IT

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a+ &+ c+ d+

A&out the use o# o##ice tools Related to ERP I# other please speci#"KK.. No I donHt need an" training

E. :o "ou have an" dou&t over coming !APJ a+ &+ c+ d+ e+ Related to #unctioning o# the ERP pac5age Related to the process changes a#ter implementation Related to changes in roles and responsi&ilit" I# other please speci#"KKK. No I am #ull" aware o# the coming ERP

0. :oes $R%! provide in#ormation and help in getting all &ene#its and per5s provided &" NTPCJ a+ &+ c+ d+ Ces it does $elp#ul &ut not in all conte1t I re#er to $R%! sometimes &ut I 5now all a&out the &ene#its and per5s I donHt use $R%!

6-. :o "ou #eel an" pro&lem while using $R%!J *please !peci#"+ a+ &+ c+ d+ e+ A&out #unctionalit" KKK. Pro&lems in understanding KKKK Comple1 in process KKK. Aate response than when we go personall" An" other KKK

66. :o "ou need an" change in #unctionalit" or in terms o# more in#ormation in $R%!J 6,. :oes $R%! show "ou the path #or "our career developmentJ

3orm , < 3eed&ac5 #orm #or IT !ervices o# the IT :epartment

!cale -LNot at all trueM 6LNot !ureDuna&le to decideM ,LA little trueM /LA good dealM 7LVer" much true.
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! No.

@pinion

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IT department is alwa"s willing to provide services to other departments. IT department policies and s"stems are implemented uni#orml" at our unit. Complaints re#erring to computers and peripherals are entertained timel" and swi#tl". @ne need not have to #ollow too much to o&tain services #rom IT department o# our unit. IT department at time and again 5eep ever"one aware a&out the IT activities going in the organi?ation. IT department responds to the #eed&ac5 given &" other department. In IT department there is collegialit", common goals with the organi?ation #airness in decision<ma5ing. Timel" guidanceD#acilitation is provided to us &" IT department #or completing procedural re;uirements i# an". E##orts and endeavor o# IT department towards automation o# &usiness processes such as e.g. displa" o# real time A)T generation data, automation o# @RT report , Electrical complaint monitoring s"stem, Buest house reservation s"stem etc is apprecia&le. 4henever re;uired, I am provided with opportunit" to learn and train m"sel# &" IT department. Availa&ilit" o# NTPC Email application is
,-

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up to the mar5. 6, I am satis#ied with interaction level and involvement o# IT people in solving pro&lem. In#ormation and services availa&le on local Intranet 4e&site is updated and use#ul. I am #ull" com#orta&le in using all the applications and pac5ages provided &" IT. IT team is willing to tr" novel approaches to the emerging technologies. Availa&ilit" o# AAN *local area networ5+ and IT applications are #airl" consistent. Browth o# IT department is necessar" #or the growth o# the compan". IT team comprises o# people having new ideas eager to listen ideas o# the others. @ccurrence o# an" pro&lem during usage o# application is solved as soon as possi&le. @ver all I receive e1cellent services #rom IT department.

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68 6E 60 ,-

3( Peopleso#t 4 at NTPC5 3(01/2ective' People!o#t is a so#tware #or $R module provided &" 9.:. Edward that have &een implemented in man" organi?ation #or &etter management o# their human resource. NTPC has also implemented the so#tware #or managing its huge manpower throughout the compan". $ere we .have tried to stud" o# wor5#low
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o# peopleso#t and add it with human capital evaluation wor5#low. 3or this we have developed a methodolog" #or ma5ing tangi&le anal"sis #or human capital with data alread" availa&le through peopleso#t E and designing so#tware and integrate it with peopleso#t or coming !AP *$R+ module.

4$AT I! 4@R(3A@4 4e are using wor5#low engines in our dail" li#e &ut not aware o# the wor5#low. The &asic de#inition o# wor5#low is' automate a process6 *we will re#ine this de#inition later+. :uring the past #ew "ears, man" large groups *e.g., 4or5#low %anagement Coalition, @%B+ are ver" 5een on wor5#low technologies and standards. Another de#inition o# the wor5#low is' Coordinated activities performed by various participants A re#ined and domain independent de#inition o# wor5#low is A workflow represents the operational aspects of a work procedure: the structure of tasks and the applications and humans that perform them; the order of task invocation; task synchronization and the information flow to support the tasksM

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3(,Peopleso#t work#low %an" o# the tas5s that "ou per#orm throughout the da" are part o# larger tas5s that involve several steps and several people wor5ing together. 3or e1ample, when "ou enter an invoice, "ou are initiating an approval and pa"ment process' someone else reviews and approves it, and a third person su&mits pa"ment to the vendor. The term wor5#low re#ers to this larger process. To a certain e1tent, all o# the &usiness processes that "ou de#ine using People!o#t Application :esigner involve wor5#low. $owever, we usuall"
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reserve the term to re#er to processes that involve multiple users and the routing o# data &etween the users. >ork#low tools Cou create and use wor5#low applications using several tools. 4or5lists are prioriti?ed lists o# the wor5 items that a person *or group o# people+ has to do. A wor5list is a standard PeopleTools grid. There#ore, the user can use grid personali?ation #eatures to order and sort columns. 4hen wor5 is routed to a People!o#t user, it is put in the userHs wor5list. To wor5 on an item, the user selects it #rom the wor5list and is presented with the appropriate page to &egin wor5. Users accessing wor5lists through a &rowser see wor5list entries prioriti?ed in a prede#ined order *set on a properties page+. 3or e1ample, wor5lists #or accounts receiva&le cler5s can &e sorted &" da"s overdue, amount overdue, or credit class. People!o#t Application :esigner includes the tools that "ou use to design and &uild &usiness processes, including the wor5#low rules and routings. PeopleCode #unctions detect when a &usiness rule has &een triggered as users enter data into a People!o#t application. These #unctions evaluate who should act on the new wor5 instance *the role+ and route it to the appropriate emplo"ee *the routing+. People!o#t 4or5#low Administrator ena&les "ou to access, monitor, anal"?e, and control wor5#low in "our organi?ation. >ork items At the center o# a wor5#low de#inition is a set o# &usiness events and the routings that are associated with those events. A &usiness event is a condition that tells the s"stem that an activit" is complete. 3or e1ample, a new record has &een created, a record #ield has a particular value, or a due date has passed. A routing is an instruction that tells the s"stem to #orward in#ormation to the ne1t step in the &usiness process. It speci#ies what in#ormation to #orward and where to #orward it. 4hen a user saves a page, the s"stem determines whether an event has occurred and triggers the associated routings. 3or e1ample, suppose an emplo"ee enters a change o# address #rom an online page. An agent determines that the data&ase has &een correctl" updated and ma" then add an item to the &ene#its administratorHs wor5list to noti#" the insurance provider o# the correct address. In addition to adding wor5 items to wor5lists, routings can send email messages. >ork #low triggers
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4or5#low routings are initiated &" 4or5#low PeopleCode. The PeopleCode is assigned to pages, and when "ou save a page, it triggers a &usiness event and its related routings. An" process that can trigger PeopleCode can trigger a wor5#low event, including' Users wor5ing on People!o#t pages. Third<part" applications sending in#ormation to a People!o#t component through a component inter#ace. )atch programs or ;ueries sending in#ormation to a People!o#t component through a component inter#ace. )atch wor5#low processing uses these tools in addition to the standard wor5#low tools' o Application Engine programs run ;ueries &ehind the scenes and pass the results to a component inter#ace. Cou can use People!o#t Process !cheduler to run these programs on a regular schedule. o A component inter#ace accesses the component and its PeopleCode to trigger a &usiness event, thus initiating a wor5#low. >ork#low application development Rules' Rules determine which activities are re;uired to process "our &usiness data. 3or e1ample, "ou might implement a rule that sa"s department managers must approve all re;uests #or e1ternal classes. Cou implement rules through wor5#low events, such as PeopleCode that evaluates a condition and triggers a noti#ication *a routing+ when appropriate. Roles5 Roles descri&e how people #it into the wor5#low. A role is a class o# users who per#orm the same t"pe o# wor5, such as cler5s or managers. Cour &usiness rules t"picall" speci#" which roles do which activities. 3or e1ample, a rule can sa" that department managers *a role+ must approve e1ternal course re;uests. Roles direct the wor5 to t"pes o# people rather than to individuals. Identi#"ing roles instead o# individual users ma5es a wor5#low more #le1i&le and easier to maintain. Associating roles with users ma5es it eas" to ensure wor5#low users the securit" access that the" need to access the pages where the" complete their wor5. Roles remain sta&le, even as people change 2o&s. 3or e1ample, i# an emplo"ee in the Research and :evelopment *R :+ department re;uests an e1ternal class, the s"stem #orwards the re;uest to R : %anager, not to Vic Rumpel, who is the current R : manager. People!o#t application data serves as the &asis #or de#ining roles throughout "our organi?ation. Routings5
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Routings speci#" where the in#ormation goes and what #orm it ta5esNemail message or wor5list entr". Routings ma5e it possi&le to deplo" applications throughout the enterprise. The" wor5 through the levels and departments o# an enterprise to &ring together all o# the roles that are necessar" to complete comple1 tas5s. !teps #or developing work#low 4or5#low development progresses through eight steps' :esign the wor5#low application. )e#ore "ou start developing wor5#low applications, "ou must #irst anal"?e the &usiness processes that "ou want to automate. Identi#" the goal o# each &usiness process, what its component tas5s are, and how the tas5s should &e divided into smaller activities and steps. Articulate the conditions that trigger a wor5#low event and what happens when those conditions occur. Understand who "our wor5#low users are and how "ouHll determine who receives a wor5 item. As "ou design the wor5#low application, identi#" the wor5#low rules and how the" relate to the data o&2ects and transactions in the People!o#t s"stem. )uild the underl"ing application. Create wor5#low maps. Use People!o#t Application :esigner to create graphical maps that represent "our &usiness process. At this stage, "ou create maps onl" #or the processes that are involved in the underl"ing applicationM "ou add People!o#t 4or5#low< speci#ic elements to the maps when "ou de#ine events and routings. :e#ine roles and users. :e#ine usersH roles when "ou give them their user I:s. Roles are important in People!o#t 4or5#low. To ensure that wor5 #lows to the correct person, "ou must determine who that person is. Cou can #ind the right person using either ;uer" roles or user list roles. Create a wor5list record. The wor5list record determines which #ields o# in#ormation the s"stem stores #or each wor5 item, including the data needed to access the target page *the search 5e"s #or the page+ and an" additional in#ormation that "ou want to displa" in the wor5list itsel#. )ecause di##erent wor5list entries can have di##erent target pages and displa" data, "ou need separate wor5list records #or the di##erent t"pes o# entries that will appear in the wor5list. :e#ine wor5#low o&2ects. Events and routings are &oth o&2ects on the wor5#low maps. To de#ine these wor5#low o&2ects, add the icons to the map, lin5ed to the step representing the page where the triggering event occurs. :e#ine event triggers. A#ter "ou create wor5#low processes, lin5 them into the People!o#t applications &" adding PeopleCode programs to the pages. The PeopleCode
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6.

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7.

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detects when a &usiness rule has &een triggered and determines the appropriate action. E. Test. No development is complete until ever"thing is thoroughl" tested. )e sure to test under a variet" o# conditions, &oth usual and unusual. E9tended work #low capa/ilities' In addition to &asic wor5#low events and routings, People!o#t provides e1tended capa&ilities that add to the power o# wor5#low applications. This section discusses' Route controls. 4or5#low triggers #rom e1ternal applications. Enterprise Integration Points *EIPs+. )atch wor5#low. Approval processes. Activit" guides. Noti#ication #eatures. Route control5 Route controls identi#" the aspects o# a situation on which "ou want to &ase routing decisions, and the" ena&le "ou to associate values with role users. 3or e1ample, suppose "ou want to route purchase re;uisitions to di##erent &u"ers, depending on which vendor supplies the ordered items, which &usiness unit is re;uesting the items, which department needs the items, or some com&ination o# these #actors. Route controls simpli#" the creation o# role ;ueries &" ena&ling "ou to associate application data with the role user de#inition. Instead o# 2oining together a group o# records, "ou can loo5 at the role user ta&le. Another advantage o# route controls is that the #actors controlling routing are stored in a data&ase ta&le instead o# in ;uer" de#initions or PeopleCode. To change the routing rules, "ou change usersH route control pro#iles. Cou donHt have to modi#" the &usiness process, role ;ueries, or PeopleCode. >ork#low triggers #rom e9ternal application A component inter#ace ena&les third<part" applications to enter data into People!o#t applications. It accepts data #rom a variet" o# sources, such as electronic #orms so#tware, interactive voice response *IVR+ s"stems, or 4orld 4ide 4e& applications, and #rom PeopleCode and Application Engine programs. 4hen a component inter#ace sends data into the People!o#t s"stem, People!o#t per#orms the same edits and securit" chec5s as it alwa"s does, including running an" PeopleCode that is associated with the page. !o, i# the page has associated 4or5#low PeopleCode, a component inter#ace can trigger a &usiness event
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EIPs People!o#t delivers a num&er o# precon#igured EIPs to meet some o# the more common integration needs. There are three People!o#t 4or5#low<related EIPs that "ou might use' The 4or5list Entr" EIP *component inter#ace 4@R(AI!TENTRC+ ena&les third<part" applications to access e1isting wor5list entries, mar5 items as selected or wor5ed, or reassign items to other users. The 4or5list !"nchroni?ation EIP *component inter#ace 4@R(AI!TO%!B+ consolidates wor5list data #rom multiple People!o#t data&ases. Users who would otherwise have to wor5 #rom multiple wor5lists *#or e1ample, people who use People!o#t 4or5#low in &oth People!o#t $R%! and People!o#t 3inancials+ can use one wor5list and still see all wor5 items #rom &oth sources. Third<part" applications can also use this EIP to create new wor5list entriesN entries that can include a URA #or the action that must &e ta5en. The 4or5list EIP *component inter#ace 4@R(AI!T+ ena&les third<part" applications to add new entries to People!o#t wor5 lists. This is not the pre#erred wa" to add wor5 list entries. The pre#erred method is to use a component inter#ace #or a component that alread" calls Trigger)usinessEvent and to let Trigger)usinessEvent create the wor5list entr". Another alternative is to use the 4or5list !"nchroni?ation EIP. ?atch >ork#low Processing !ometimes, the event that triggers a wor5#low routing is actuall" a nonevent. That is, a situation e1ists, &ut not &ecause someone has entered data into the s"stem. The most common e1amples o# this t"pe o# event are aging processes. 3or e1ample, an invoice &ecomes overdue, an emplo"ee reaches his #ive<"ear anniversar", or a wor5list entr" remains unwor5ed #or over a wee5. People!o#t Application Engine ena&les "ou to monitor "our data&ase #or this t"pe o# event. Cou can create an Application Engine program that runs a !GA ;uer" against the People!o#t data&ase and passes the results to a component inter#ace. Using Application Engine programs in con2unction with People!o#t Process !cheduler, "ou can monitor the data&ase ta&les #or conditions that should trigger wor5#low events. Approval Processes Approval processes are a ver" common #orm o# &usiness process, and "ou can de#ine approval rules on an Approval Rule !et map. The approval steps that "ou place on this map represent the approval levels re;uired #or the activit" in ;uestion. Two tools can read and implement the approval rules #rom the map'
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Virtual Approver automaticall" trac5s the approval process. As users complete transactions that re;uire approvals, Virtual Approver determines the appropriate approver and sends a wor5#low routing. As each approver completes the approval, Virtual Approver determines whether additional approvals are needed and, i# necessar", sends additional wor5#low routings. Bet Approvers People Code determines the entire list o# re;uired approvals at once, so that "ou can develop custom approval trac5ing applications Activit" &uides Activit" guides support a speci#ic t"pe o# wor5#lowNa single userHs wor5 across several pages. )ecause activit" guides are intended #or a single user, the" do not involve routings li5e those #ound in a regular wor5#low application. Rather, the activit" guide leads a user through a multi<step tas5. An activit" guide appears as a navigation &ar across the top o# a page. 4ithin the &ar, "ou can see each o# the steps involved in the activit". Clic5ing a step ta5es "ou to the page where "ou can complete the stepM the navigation &ar remains visi&le as "ou move #rom page to page. Activit" guides ta5e a single map and integrate it into the pages that are used #or the speci#ic transaction. Although activit" guides can &ene#it all users, the" are particularl" appropriate #or guiding untrained users through sel#<service transactions. @# the two 5inds o# wor5#low maps *&usiness processes and activities+, onl" activities are used #or activit" guides. The activit" guide maps are &uilt with the same tools as all other maps. Noti#ication 'eatures 4ithin an activit" de#inition, an event can trigger a noti#ication routing in email or a wor5list. These #eatures #acilitate sending noti#ications in wor5#low' The Noti#" tool&ar &utton can &e added to an" People!o#t component. 4ith the Noti#" tool&ar &utton, the user can determine when an event has occurred that re;uires that someone &e noti#ied. The Noti#" tool&ar &utton opens the !end Noti#ication page, where the user can enter a personal message and send an email or wor5list noti#ication to users. Noti#ication templates ena&le #unctional users to con#igure uni;ue message te1t #or each component. The noti#ication template can include values #rom the component page *#or e1ample, order num&er and customer name+ so that even the prede#ined te1t in the noti#ication can &e speci#ic to the data on the page. These values are called template varia&les. The )lac5&err" Email Response noti#ication setup and polling program ena&les companies to leverage the Research in %otion *RI%+ wireless handheld device #unctionalit" to send and receive email. The email response #rom the device can trigger &usiness logic in the People!o#t s"stem to update or complete a transaction.
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The com&ination o# generic templates and PeopleCode application classes can &e used &" application developers to e1tend the delivered noti#ication #eatures #or an application.

6( $uman resource accounting #or NTPC $uman resources are the" o# &etter producing environment and maintaining them are one o# the critical 2o&s #or managers. $uman resource accounting is the attempt o# measuring companiesH human capital or u can sa" ;uanti#"ing it with the help o# num&ers. 6(0Reasons #or developing $RA #or internal purposes 0( to support human resource management Till now human resource management *$R%+ has o#ten &een carried out on the &asis o# strategies, plans and goals which have &een de#ined and managed without simultaneous de#inition o# speci#ic targets, indicators, measurements, etc. In#ormal management s"stems and the intuition o# the management have &een su##icient to ensure that human resource management pro2ects have &een !uccess#ul. Increased #ocuses on human resource management and improved in#ormation technolog" have now led to the adoption o# the sa"ing' Pwhat "ou cannot measure, "ou cannot manageH. In principle $RA is a tool to &e used when implementing or improving $R%. The connection &etween $R% and $RA can &e descri&ed on the &asis o# this diagram'

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The circle descri&es the $uman Resource %anagement !"stem as a whole. In the lower and le#t part o# the circle, it appears that registrations, procedures and internal and e1ternal reporting should ta5e place. This covers the &asic elements in $RA. ,. To #ocus on emplo"ees as assets Until recent "ears, managementQs main concern was whether production e;uipment and &uildings were well maintained and #unctioningM the #ocus was on #i1ed assets, and emplo"ees were considered as overheads. The development o# technolog" was rather slow, and the enterpriseQs a&ilit" to change and to &e innovative was less crucial. Nowada"s, technological development is #ast and new products have to &e developed in order to meet mar5et demands and competition. Conse;uentl", the enterpriseQs a&ilit" to manage change and to &e more innovative than its competitors is critical. The shi#t in #ocus #rom #i1ed assets to emplo"ees still depends largel" on the speci#ic &usiness sector. In this connection human resource accounting, 5nowledge accounting, measurement o# intellectual Capital, &alanced scorecards, etc., are important tools #or management. Emplo"ees are considered not as overheads &ut as assets, as it is the emplo"ees and not the outdated &uildings and production e;uipment, which will carr" the enterprise into the #uture. /. To retain :uali#ied la/or #orce Cears ago man" emplo"ees, e.g. in #actories, were low<s5illed and received onl" the a&solute minimum o# training needed to carr" out their 2o&s. Now enterprises and organisations have to invest $uge amounts in training, updating the la&or<#orceHs education and ;uali#ications, etc., in order to meet mar5et demands. At the same time, enterprises and organisations have to convince emplo"ees That their present 2o& and emplo"er are more attractive than those on o##er in the mar5et, as ;uali#ied la&or is now a scarce resource in man" 4estern countries. This means that management has to Invest in emplo"ees while also ensuring that the enterprise or organi?ation maintains a reputation as a good place to wor5, i.e. maintaining a high pro#ile on social and ethical issues, etc. This investment in human capital encourages management to measure and to collect data on human resources and to manage those resources as an important asset #or the enterprise. $RA is also a&out ma5ing these investments more e##icient #rom a strategic point o# view as well as #rom a costD&ene#it point o# view.
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7. To overcome pro/lems deriving #rom valuation o# intangi/le assets Usuall" most o# the intangi&le assets o# an enterprise, such as goodwill, patents and licenses, research and development, human capital, etc., are not included in the net &oo5 value o# the enterprise. Costs are entered in the pro#it and loss account as an e1pense at the time the" are incurred. (e" per#ormance indicators #or man" areas within $RA are now recogni?ed, &ut there is still no generall" accepted accounting practice #or assessing the #inancial value o# these assetsM although the value o# a highl"<s5illed, well<per#orming and highl"<motivated wor5#orce is PnilH in #inancial statements, the increasing pro#it #rom these #actors will &e entered in the accounts. 3urther, a compan"Hs good name will &e determined &" the mar5et position o# the products, its production and distri&ution networ5, customer lists and mar5eting rights and the mar5et e1pectations o# emplo"eesQ ;uali#ications, innovative a&ilities, motivation, etc. It is there#ore crucial that not too man" negative events &e lin5ed to the name o# an enterprise. I# the goodwill in general terms is positive it means that' *a+ Customers will &e attracted *&+ People wor5ing #or the enterprise will &e proud, which will attract new emplo"ees *c+ Investors will &e attracted *d+ @ther enterprises ma" &e attracted to the enterprise, #or e1ample through mergers and ta5eovers or new alliances. F. To create and improve the compan" image through presentation o# $RA $RA is alread" &e a wa" o# pro#iling enterprises and organisations and it will certainl" continue to &e so in the #uture, even though human capital is not included in the net &oo5 value. This is especiall" the case #or listed companies with a wide circle o# ownersDinvestors, where management will #ocus on reporting on intangi&le assets in order to improve the reputation o# the enterprise. This &eing the case, management will #ocus on increasing the mar5et value o# the enterprise, even though the net &oo5 value does not re#lect this in the short run. The mar5et value o# the enterprise re#lects the net present value o# the e1pected #uture cash #low o# the enterprise. .. To attract #uture emplo"ees In the 4estern world we now #ace a period where the num&er o# "oung people entering the la&our mar5et will decrease. At the same time, man" "oung people demand honest wor5, want to wor5 #or a well<respected enterprise and want to &e a&le to have a decent li#e outside wor5ing hours, etc. All o# these are ;uite new re;uirementsM into the past, high salaries were the most important #actor. This new trend puts pressure on enterprises and organisations that want to attract these "oung emplo"eesM emplo"ers have to #ocus more on their emplo"ees than the" did in the past, and
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this re;uires &etter $RA, since $RA is an important e1ternal reporting tool which allows the enterprise to document its investment in its emplo"ees.

6(,;ev and !chwart@ model Aev !chwart? advocated the estimation o# #uture earnings during the remaining service li#e o# the emplo"ee and then arriving at the present value &" discounting the estimated earnings at the cost o# capital. The assumptions in this method are realistic and scienti#ic. The method has practical applica&ilit" when availa&ilit" o# ;uanti#ia&le and anal"?a&le data is concerned, )ut this model is una&le to give an" method to record the value o# human resources in the )oo5s o# Accounts. Arguments in #avor o# ;ev !chwart@ %odel<

In this model wages and salaries are ta5en as surrogate #or value o# human assets and there#ore it provides a measure o# #uture estimated cost .!o this model gives somewhat realistic assessment o# value o# human resources. According to economic theor", the value o# an asset to a #irm lies in the rate o# return to &e derived &" the #irm #rom its emplo"ment, Aev and !chwart? model surrogated wages and salaries o# the emplo"ees #or the income to &e derived #rom their emplo"ment. The" #elt that income generated &" the wor5#orce is ver" di##icult to measure &ecause income is the result o# group e##orts o# all #actors o# productions. ;imitations o# ;ev !chwart@ %odel

3ollowing are some o# the limitations o# Aev and !chwart? %odel 6. This model doesnHt suggest how value o# human resource should &e recorded in )oo5s o# Accounts. ,.This model ta5es wages salar" as a &asis o# value o# human resource &ut value o# human resource is not limited onl" to the e1tent o# cost incurred on them .It is di##erent #rom traditional #i1ed assets .It has greater value than cost incurred. / It ignores the pro&a&ilit" that people ma" ma5e role changes during the career. 3or e1ample Assistant %anager will not remain in the same position throughout his e1pected service li#e in an organi?ation.
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7. The %odel ignores the possi&ilit" and pro&a&ilit" that individual ma" leave an organi?ation #or reason other than death or retirement. The modelHs e1pected value o# human capital is actuall" a measure o# e1pected Pconditional valueH o# a personHs human capital<The implicit condition is that the person will remain in organi?ation until death or retirement. This assumption is not practical. F. A personHs value to organi?ation is determined not onl" &" the characteristics o# the person himsel# *as suggested &" Aev and !chwart?+ &ut also &" the organi?ational role in which the individual is utili?ed. An individualHs 5nowledge and s5ill is valua&le onl" i# these are e1pected to serve as a means to given organi?ational ends. 6(3Proposed %odel<. NTPC organi@ation 4e have considered upon e1ecutive grade emplo"ees onl". 6- di##erent departments and with appro1imatel" same hierarch". E6 to E 67 level o# e1ecutives. Those who are not directl" a##ecting the revenue the" will measure on a inde1 o# 6- point scale with later compared to revenue. Calculation o# cost to compan" Present value o# past o##ered salar" ' since we are calculating the present value o# human capital so all calculation must &e o# present time. !o will calculate present value o# past o##ered salar" o# emplo"ee. Real capital cost' All capital cost such as training, incentives etc. Present value o# #uture salar"Awages pa"ment Calculations o# per#ormance evaluation Those who are directl" a##ecting revenues. Normal revenue E1tra revenue This is generated due to e1tra ordinar" talent o# the emplo"ee. 1thers E1tract data #rom P%! o# People!o#t and trans#orm in the inde1 *-<6-+ #or si1 month period and multiplied with weighted revenue proportion.

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Integration with People!o#t and !AP 'IC1 data/ase

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6(6 +usti#ication #or Proposed %odel* 6. This model provides &oth valuation o# $uman Resources and accounting entr" #or them. ,. Valuation has &een done in such a wa" that emplo"ees are motivated to achieve the organi?ation goals. Naturall" the" will strive #or their higher valuation so that ne1t "ear the" ma" get incentive #or that in ne1t "ear. Nowada"s ;uestions are &eing raised over reasona&leness o# CE@s e1traordinar" high compensation. This model prevents CE@s #rom ta5ing e1traordinar" high compensation &ecause net pro#it #or this purpose is decided a#ter CE@ compensation which will a##ect their ne1t "ear incentive. !o this model &alances CE@s compensation pac5age. /. Value o# human resources can &e ascertained at an" time #rom )alance< !heet and value can &e decided #or each emplo"ees. 7. This model also uses valuation principals o# Aev and !chwart? %odel. !o it also has strong points o# that model F..This model doesnHt provides depreciationDAmorti?ation on third part o# human resource valuation &ecause it assumes that human resource &ecomes more and more valua&le on gaining e1perience and showing good per#ormance*&ecause o# increase in their morale+.@n the other hand it trans#ers pro#its #rom pro#it and loss aDc to $uman Resource 3und #or meeting un#oreseen contingencies and suggest ideal use o# this #und. .. .It descri&es the procedure to remove the human resource item #rom )D! in case an" emplo"ee leavesDdies. 8. It suggest the use o# human resource #und so this can not &e used #or general &usiness purposes. It can &e used onl" #or emplo"ee wel#are purposes or wiping o## o# a&normal losses due to leavingDdeath o# emplo"ee , !o it contri&utes to emplo"ee wel#are .Natural conse;uence o# this will &e increase in emplo"ee productivit" . In this sense it also contri&utes to moral side o# accounting. E. )asis o# Incentive on e1tra per#ormance over normal per#ormance is valuation o# previous "ear so it can control on high turnover rate o# emplo"ees which is ma2or pro&lem toda". It will &e totall" wrong to sa" that this model is altogether new model. I thin5, it is an e1tension o# Aev and !chwart? model &ecause Aev and !chwart? valuation principles also have &een used in this model. 6(7;imitations o# Proposed %odel*3ollowing are some o# the limitations o# proposed model< 6. %a2or limitation o# this model is that calculation process is length" and cum&ersome. Calculation o# $uman Resource value #or each emplo"ee will
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also &e di##icult, )ut I thin5 this pro&lem can &e solved &" use o# so#tware #or this process. ,.Aev and !chwart? valuation principles has &een used at one point o# time so it ma" have some o# the wea5nesses o# that model &ut ma2or ones o# that model have &een removed. 6(8Conclusion< The central pro&lem in $RA is recognition time and procedure o# recogni?ing human resources. In this aspect proposed model provides some reasona&le &asis #or recognition time and methodolog" to recogni?e it in &oo5s o# account. Apart #rom that there is per#ormance evaluation part which &oosts morale o# emplo"ee to show e1tra per#ormance than normal one. This model also provides #rom Pro#it #or un#oreseen contingencies which protect compan" #rom un#oreseen contingencies. This model does not discard Aev !chwart? model &ut as a #urther step it provides entr" #or accounting #or valuation o# that model in &oo5s. In this model capital cost related to emplo"ees has &een written over e1pected service li#e o# emplo"ee which is one o# the &asic concept o# accounting. In this model whole o# salar" paid to emplo"ee has &een charged in pro#it and loss ADC*!ome part o# it has &een charged as depreciationDamorti?ation o# $uman Asset, &ut this model is also having some limitations such as procedure #or calculation can &e cum&ersome #or each emplo"ee. 4hile valuing human assets one should not lose sight o# the #act that human &eings are highl" sensitive to e1ternal #orces and human s5ills in an organi?ation do not remain static. !5ill #ormation, s5ill o&solescence or utili?ation ma" ta5e a continuous process. %odel proposed &" me considers the #act that s5ills o# emplo"ee are directl" re#lected in revenue o# organi?ation so wh" should not &e $uman Resource capitali?ed on this &asisJ In this method su&2ectiveness has &een tried to avoid to the e1tent possi&le as actual sales #igures has &een ta5en &ut whole su&2ectiveness can not &e removed #or $uman Resource Asset.

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7( improving the process o# complain and inventor" s"stem NTPC Unchahar is huge a thermal power plant comprises a lots o# department and spread over a large area. And with new technologies the" have also ena&led themselves with technolog". Now almost all emplo"ees are using computer or related s"stems. !o the IT department has the new role o# maintenances o# these computers whenever needed. Process #low #or the previous s"stem

New approach5 4e chec5 the di##erent pro&lem that comes across within the whole process and #ound that we can easil" simpli#" the process with dividing the NTPC in #our geographical ?ones. 4e will provide each user an I: that will &elong to one particular ?one. Again the most privileged customer will also $ave a separate group again divided in same #our geographical ?ones. 4hen a customer will put his complain that will automaticall" to that particular group. And the urgent complains will &lin5 whenever the emplo"ee will chec5 his mail

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3I3T$ :IVI!I@N 3@R PRI@RITIRE: E%PA@CEE! ABAIN !U):IVI:E: IN 7 R@NE!.

This the new structure #or the improved process, wherein we have suggested that the complaints &e inundated through AAN, through phone with an operator or an IVR! and then the" should &e directed according to the #our geographical ?ones divided alread". All the complaints should have a proper complaint num&er and hence should &e sent according to the prioriti?ed categor" to the concerned person. Therea#ter the 2o& sheet shall &e generated automaticall" and would &e availa&le to the sta## I: within their location. The urgent 2o& that needs to &e given the utmost priorit" shall &e 5ept &lin5ing to indicate the urgenc" and hence should &e addressed #irst. 3inall" a statement is produced indicating the progress o# the complaint whether complete or incomplete so that the customer can actuall" see the progress o# their complaint.

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Process map #or the improved complaint and inventor" s"stem

8( Re#erences5
7-

4e&sites www.peopleso#t.org www.ais.ucsc.edu www.icmr.ic#ai.org www.ntpc.co.in )oo5s Enterprise application integration &" :avid ! )usiness process change &" Paul $armon Research (othari methodolog" &" C.R.

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INDIAN IN!TITUTE 1' IN'1R%ATI1N TEC$N1;1&B *A Universit" Esta&lished under !ection / o# UBC Act, 60F. vide Noti#ication No 3. 0<7D00<U./ :ated -7.-E.,--- o# Bovt. o# India+ 9halwa, :eoghat, Allaha&ad. Check ;ist #or Revised %?A A %!C;I! Pro2ect Reports o# TwoA !i9 %onths Duration 6. Name o# !tudent*s+ with Roll No. Achal (umar Prasad I%),--.-/0 A2endra (umar %ishra I%),--.-7E Title o# the Pro2ect' Process development at NTPC, Unchahar Including ERP awareness anal"sis o# People!o#t $R%! module. !tud"

,.

/.

Aist o# Computer resources used in addition to general networ5 connected PC hardware, Please mention &elow i# an" !o#tware including operating s"stems*s+, compilers*s+ an" 7BA*s+, !D4 tools, li&raries were used dul" mentioning their t"pe *open source D 3ree and open source D shareware D proprietar" or an" other+ with version num&er o# the resource. NTPC intranet People!o#t manual Various &oo5s @ther we&sites Categor" o# the Pro2ect "our contri&ution claimed

7.

F.

!tud" and anal"sis pro2ect along with process development and #ield research wor5 !tud" o# process #low o# $R%! module &" peopleso#tE A surve" #ocused on ERP awareness 3eed&ac5 #or IT services o# the IT department at NTPC, Unchahar. :eveloping methodolog" #or human capital evaluation and integrating with People!o#t E and !AP #ico module Improvement in complain and inventor" process Claims o# the wor5 done in light o# competitive alread" availa&le in academic domain D productsH D providers o# items or services o# proprietar" domain.

6+ :evelopment o# methodolog" #or human capital evaluation #or NTPC, Unchahar.

7,