QUEST 4 EXCELLENCE

MAKING MY
ORGANISATION
A GREAT PLACE TO WORK
TEAM MEMBERS
ABHISHEK MEHRA
HARSH VARDHANA KABRA
DURGESH AGARWAL
WHY “GREAT PLACE TO WORK” ?

 Makes a positive impact on productivity, profitability,

sustainability , innovativeness, and impact in the world.

 Organizations that are great workplaces are more successful

and outperform standard market indices by a factor of 3 to 4

 Creating and sustaining a great workplace culture for

employees is a significant investment an organization can
make towards its long term success.
AT GREAT
WORKPLACES
Employees..
 Trust (credibility, respect, and
fairness) the people they work
for .

 Have pride in the work they do.

 Enjoy the company of the

people they work with.
RELATIONSHIP AT GREAT WORKPLACE

TRUST

PRIDE CAMARADERIE
NTPC HR VISION

"To enable our people to be a family of committed world

class professionals, making NTPC a learning
organisation."
 NTPC CORE VALUES
B Business Ethics
E Environmentally & Economically Sustainable

C Customer Focus

O Organisational & Professional Pride

M Mutual Respect & Trust

M Motivating Self & others

I Innovation & Speed

T Total Quality for Excellence

T Transparent & Respected Organisation

E Enterprising

D Devoted
WHERE NTPC STANDS
 IS ALREADY A GREAT
WORKPLACE

 BEST WORKPLACE AMONG

PSUs

 OVERALL 29TH IN 2015

 QUESTION IS … CAN THE

GOOD GET BETTER..?
 DEFINITELY YES….
HOW ?
KNOW OUR STRENGTH AND WEAKNESS

ENHANCE OUR STRENGTH AND

IMPROVE ON WEAKNESESS
KEY FINDINGS
(From BODH Surveys)

STRENGTHS AREAS OF IMPROVEMENT

JOB SATISFACTION ORGANISATIONAL CULTURE

LATERAL TRUST SCOPE FOR ADVANCEMENT

SAFETY AND SECURITY GRIEVANCE HANDLING

ORGANISATIONAL COMMITMENT PARTICIPATIVE MANAGEMENT

RECOGNITION AND
WELFARE FACILITIES
APPRECIATION
CATEGORIZING OUR AREA OF
IMPROVEMENT
TRUST
Credibility
ORGANISATIONAL CULTURE
GRIEVANCE HANDLING
PARTICIPATIVE MANAGEMENT
Respect
SCOPE FOR ADVANCEMENT
Fairness
RECOGNITION AND APPRECIATION

PRIDE

CAMARADERIE
ANALYSIS
 FINDINGS INDICATE THAT WE HAVE HIGH
ORGANISATIONAL PRIDE AND CAMARADERIE
AMONG EMPLOYEES

 IN ORDER TO ADVANCE, WE NEED TO WORK ON

OUR TRUST QUOTIENT

 NOW LET US DISCUSS AREAS WHERE SCORES

WERE LESS THAN 60%
 ORGANISATIONAL
CULTURE
STATEMENT Score ACTIONS

Management anticipates future events and spends

adequate time on long range planning than on 56%
Strategy Corner on intranet
routine issues?
containing strategy maps,
videos that help employees
understand how the
company’s strategy relates
Achievements and competence are considered more
54% to them as well as how their
important than hierarchical status?
work directly contributes
to achieving the
organisation's objectives.
Management constantly finds creative and
innovative ways of working without getting bogged 56 %
down by precedents or constraints ?
 GRIEVANCE HANDLING
STATEMENT
The management of this organisation is
sympathetic in dealing with the problems
and complaints of executives?
I feel free to share and discuss my
grievances with my superior
Score ACTIONS
“Directors at Your Doors”
54% “Meet The Dir –HR”
Strengthen Informal Channels of
communication to promote
Openness in sharing of grievances.
Existing Formal System
Can be implemented in ESS to
58% make it more accessible and
accountable
 PARTICIPATIVE
MANAGEMENT

STATEMENT SCORE ACTION

Executives are satisfied with various

“Partners In Progess”
participative systems and processes designed
55 %
for their involvement in decision making?
“Mail your CMD”

Workshops and open house

forums at all levels for
company information
Executives in this organisation are adequately sharing and ideas
represented in various committees for joint 57 % generation
decision-making?
 SCOPE FOR
ADVANCEMENT
STATEMENT SCORE ACTION

The organization has a well designed Effective implementation of Job

policy for development and advancement rotation policy and career
57%
of employees that takes care of their career development scheme.
needs?
Fixing of maximum tenure in a
particular function.

More personalised approach in

Whether management had laid down
career development schemes.
career paths for executives in the 56 %
organization?
RECOGNITION AND
APPRECIATION
STATEMENT SCORE ACTION

Executives who contribute to organizational

efficiency and productivity are suitably
rewarded in NTPC?
56% “Thank You” page

Weekly recognition and

sharing of good work done
by employees on intranet .

The work of an executive who is honest,

sincere and hard working is recognised and
56%
appreciated?
RECENT INITIATIVES
• POLICY FEEDBACK SYSTEM
• PUPS
• INCREASED MATERNITY LEAVE.
• SABBATICAL LEAVE
• CULTURAL MEET,COMPETITIONS, WORKSHOPS FOR
EMPLOYEES AND FAMILY
BENCHMARK PRACTICES
 Developed by experts

 Which have been tried and tested

 Which improve Trust

 Which make a GREAT WORKPLACE

GIFTWORK®
Giftwork is an interaction in the workplace where
employee or manager gives more than is expected or required
for the sake of the organization or the relationship.
TRANSACTION LIKE GIFTWORK LIKE

Goal is mutual growth for both

Goal is individual advantage
parties

Low Risk High Risk – Vulnerability

Limited Information Transparency

Transaction completes obligation Open-ended Relationship

Same for all Highly Personalized

Currency is money Currency is Trust
WHY DO GIFTWORK®?
JW MARRIOTT
HOTEL RMSI
 FRIDAY RAP
SESSIONS- RMSI, the best
workplace in India, has
MGMT MEETS
an internal site which
EMPLOYEES EVERY
is called policy
SECOND FRIDAY FOR
exception, for
AN INFORMAL
employees to log in
LUNCH-PLATFORM
requests for exceptions
FOR
to policies. Decisions,
DEBATES,DISCUSSIO
visible to every
NS,& NEW IDEAS
employee, are taken
ABOUT THE HOTEL’S
within a defined time
OPERATIONS/STRATE
frame.
GIES
THANK YOU