TCS and GUVNL-
Power Sector Project
The project is about TCS and GUVNL project of the
R-APDRP, to minimize the power loss during the
transmission of power.
TCS and GUVNL Power Sector Project and
A Survey On Human Resource Management At
Tata Consultancy Services
Tata Consultancy Service
In Partial Fulfillment of the Project Study in
Masters of Business Administration Programme
Submitted by: Submitted to:
Mihir Mewada (11219) Dr.Prateek Kantian
B.K.School of Business Management, Ahmadabad
As a part of M.B.A. curriculum we have to do summer training in the corporate world for 8-10
weeks as partial fulfillment of degree and based on that we have to prepare project report on
it. So there is great importance for us of this valuable training as we have to get real world
Fortunately, I got opportunities to have our training at Tata Consultancy Services Pvt Ltd. And
we came into touch with corporate world and learnt basic concepts of need of Power Reform
Project. With this I have also taken topics about Human Resource Develpment at TCS and its
and how its impact on the behavior of the employees.
I am very thankful to our Institute (BKSBM) for giving us an opportunity of doing our summer project at
Tata Consultancy Services. I am heartly thankful to our Director Dr.Sarla Achutan and Prof. Dr. Prateek
Kanchan for providing us guidance in this project.
I would like to express the deepest appreciation to Mr. Nirav Brahmbhatt of Human Resource
Department at TCS for giving me an opportunity to carry out my summer internship at TCS.
It also gives me immense pleasure to thank Mr. Snehil Moonat of R-Apdrp Department at TCS who has
guided throughout the project and made available his support and guidance throughout the project. I
would like to express my immense gratitude for providing insight into various aspects of business
process and especially thankful to him for the learning I derived during the internship program.
I would especially like to thank Ms. Nimisha Bhatt of NGM Department at TCS for planning the entire
project and guiding me through the process of summer internship program and for successful
completion of my project. I would like to especially appreciate her efforts in imparting training to us and
help us whenever needed.
I would extend my acknowledgement to all R-apdrp employees and authority for providing me with a
good environment and facilities as and when required during period of project work.
I would also like to thank Mr. Aditya Rawal under whose influenced I was guided to the training process.
I extend my sincere acknowledgement to the library staff at TCS for their support in providing me with
relevant books which helped me in adding value to my project.
INDEX .............................................................................................................................................. 4
I. CHAPTER 1 THE TATA GROUP.................................................................................................. 8
II. CHAPTER 2 TATA CONSULTANCY SERVICES LTD ................................................................... 12
III. CHAPTER 3 GUJARAT URJA VIKAS NIGAM LIMITED .............................................................. 16
IV. CHAPTER 4 GUVNL AND TCS................................................................................................. 20
V. CHAPTER 5 R-APDRP RESTRUCTURED ACCELERATED POWER DEVELOPMENT AND REFORM
PROJECT ........................................................................................................................................ 23
VI. CHAPTER 6 MODULES OF R-APDRP PROJECTS...................................................................... 27
VII. PART 2.................................................................................................................................... 40
VIII. CHAPTER -1 HRD MANAGEMENT AT TATA CONSULTANCY SERVICES ................................. 41
IX. CHAPTER -2 HR TRENDS IN IT INDUSTRY............................................................................... 47
X. CHAPTER – 3 SURVEY ANALYSIS ............................................................................................ 51
List of Tables
Table 1 TCS at glance……………………………………………………………………………………….8
Table 2 Initial days…………………………………………………………………………………………… 9
Table 3 2000- Present…………………………………………………………………………….. ……..10
Table 4 List of GUVNL Companies…………………………………………………………………..13
Table 5 GUVNL in Brief………………………………………………………………………………….15
List of Abbreviations
TCS Tata Consultancy Services GSECL Gujarat State Electricity
R-APDRP Re-structured Accelerated
Power Development and
DGVCL Dakshin Gujarat Vij Co. Ltd
Co. Company MGVCL Madhya Gujarat Vij Co.Ltd
Ltd Limited UGVCL Uttar Gujarat Vij Co. Ltd
GUVNL Gujarat Urja Nigam Co. Ltd PGVCL Paschim Gujarat Vij Co .Ltd
DISComs Distributed Companies ERP Enterprise Resource
NSE National Stock Exchange SBM Strategic Business Unit
BSE Bombay Stock Exchange IISC Indian Institute Of Science
TRDDC Tata Research Design &
Y2k Year 2000
E&U Energy & Utilities ABC Aerial Bunch Cable
MIS Management Information
M-DAS Meter Data Acquisition
DMS Data Management System
HT High Tension LT Low Tension
ASSOCHAM Associate Chamber of
Commerce and Industry
GIS Geographical Information
I. CHAPTER 1
THE TATA GROUP
Tata group is an Indian MNC whose headquartered at Mumbai, India. It was founded by
Jamsetji Tata in 1868 as a trading company and then it was held by the Tata family who
basically were from the princely state of Baroda province. Jamsetji Tata is regarded as the
legendary “Father of Indian Industry”
1.1 About Jamsetji Tata and History
Tata Power’s journey over more than nine decades has been a fascinating epic of
pioneering initiatives; responsible business practices that have a minimal impact on the
environment; and initiating several socio-economic changes in our community.
Jamsetji worked in his father’s company until he was 29. He founded a trading company
in 1868 with Rs. 21,000 capital. He bought a bankrupt oil mill at Chinchpokli in 1869 and
converted it to a cotton mill, which he renamed Alexandra Mill.
He sold the mill two years later for a profit. He set up another cotton mill at Nagpur in
1874, which he christened Empress Mill when Queen Victoria was proclaimed Empress
of India on 1 January 1877.
He devoted his life to four goals as under
Setting up an iron and steel company
A world-class learning institution
A unique hotel and
A hydro-electric plant.
Only the hotel became a reality during his lifetime, with the inauguration of the Taj
Mahal Hotel at Colaba waterfront in Bombay (now Mumbai) on 3 December 1903 at the
cost of 42 million rupees (about 11 billion rupees at 2010 prices).
At that time it was the only hotel in India to have electricity.
His successor leads to the foundation of another 3 dreams:
Indian Institute Of Science, Bangalore
Tata Hydro Electric Power Supply Company (Tata Power Company Ltd)
1.2 Major Tata Companies
Tata encompasses seven sectors which are as under:
The major Tata companies are:
The combined market capitalization of all the 32 listed companies were $89.88 billion
Mr. Cyrus Mistry is the current chairman of Tata Group who took the charge from Ratan
Tata in 2012.The Tata Group and its companies & enterprises are perceived to be India’s
best-known global brand within and outside the country as per an ASSOCHAM survey.
Tata Steel Tata Motors
II. CHAPTER 2
TATA CONSULTANCY SERVICES LTD
2.1 TCS at glance
Industry IT services, IT consulting
Headquarters Mumbai, India
CEO N. Chandrasekaran
Vice Chairman SubramaniamRamodarai
Total Revenue 11.6 billion(2012-13)
Tata Consultancy Service (TCS) is an Indian MNC in IT services, business solutions and consulting
company headquarters in Mumbai, India.
TCS is the subsidiary of Tata Group and is listed in BSE and NSE stock exchanges of India. It is
the largest revenue company in 2012 in IT industry. The company is the largest India based
company by employee count and ranked second in overall industries as well.
2.2 Initial Days
1968 Founded by Sir J.R.D. Tata as a Computer Center for Tata Group
First assignment Punch card producing for Tata Steel
Interbankreconciliation project for Central Bank of India
1981 First develop and research center
1991 Started E-commerce related business
Tata Consultancy Services (TCS) was founded in 1968. Its early contracts included
providing punched card services to sister company TISCO (now Tata Steel), working on an
Inter-Branch Reconciliation System for the Central Bank of India, and providing bureau
services to Unit Trust of India.
In 1975, TCS conducted its first campus interviews, held at IISc, Bangalore. The recruits
comprised 12 Indian Institutes of Technology graduates and three IISc graduates, who
became the first TCS employees to enter a formal graduate trainee program.
In 1979, TCS delivered an electronic depository and trading system called SECOM for the
Swiss company SIS SegaInterSettle. TCS followed this up with System X for the Canadian
Depository System and automating the Johannesburg Stock Exchange. TCS associated with a
Swiss partner, TKS Teknosoft, which it later acquired.
In 1981, TCS established India’s first dedicated software research and development center,
the Tata Research Development and Design Centre (TRDDC) in Pune. In 1985 TCS
established India’s first client-dedicated offshore development center, set up for client
In the early 1990s the Indian IT outsourcing industry grew rapidly due to the Y2K bug and the
launch of a unified European currency, Euro. TCS created the factory model for Y2K
conversion and developed software tools which automated the conversion process and
enabled third-party developer and client implementation.
2.4 2000- Present
2004 TCS business activities were generating over US $ 500m annual revenues
2004 On 25 Aug TCS became publically listed company
2005 First India based IT company to enter in bio informatics market
2006 Designed an ERP system for IRCTC
2008 Undertook an internal restructuring exercise aiming to increase co. agility
2011 Entered in SME with cloud based offering
2011/12 Fiscal year revenue reached over US $ 10 billion for the first time
2.5 Sudha Murthy the first lady at Tata Group
In the earlier stage Tata group was not hiring any female candidates for the job.Sudha
Murthy was pursuing her masters in computer science at IISc Bangalore. One day, while on her
way to her hostel from their lecture-hall complex, she saw an advertisement on the notice
board. It was a standard job-requirement notice from the famous automobile company Telco
[now Tata Motors]. It stated that the company required young, bright engineers, hardworking
and with an excellent academic background, etc.
At the bottom was a small line: “Lady Candidates need not apply.” She read it and was
very upset. For the first time in her life she was up against gender discrimination.
She got furious and decided to inform the topmost person of Telco’s and as she didn’t
know who was headed Telco she wrote a letter to JRD Tata asking why they are not hiring lady
candidates for the post as she was the topper of the IIMs and far better than her male
candidates over there.
She wrote that “The great Tatas have always been pioneers. They are the people who
started the basic infrastructure industries in India, such as iron and steel, chemicals, textiles and
locomotives. They have cared for higher education in India since 1900 and they were
responsible for the establishment of the Indian Institute of Science.
Fortunately, I study there. But I am surprised how a company such as Telco is discriminating on
the basis of gender. “Then she got a letter in return asking to apply in
Pune branch. She applied there and was selected.
Sudha Murthy was the first lady to be selected in Tata Company.
As of 31 March 2012,
TCS had 183 offices across 43 countries and 117 delivery centers across 21 countries.
At the same date TCS had a total of 58 subsidiary companies.
India: TCS has development centers and/or regional offices in the following Indian cities:
Ahmedabad, Bangalore, Baroda, Bhubaneswar, Chennai, Coimbatore, Delhi,
Gandhinagar, Goa, Gurgaon, Guwahati, Hyderabad, Jamshedpur, Kochi, Kolkata,
Lucknow, Mumbai, Nagpur, Noida, Pune and Trivandrum
Africa: TCS has regional offices in South Africa and Morocco
Asia (ex. India): TCS has regional offices in Bahrain, China,Hong Kong, Indonesia, Israel,
Japan, Malaysia, Philippines, Saudi Arabia, Singapore, South Korea, Taiwan, Thailand,
Australia: TCS has a regional office in Australia.
Europe: TCS has regional offices in Belgium, Denmark, Finland, France, Germany,
Hungary, Iceland, Ireland, Italy, Luxembourg, Netherlands, Norway, Portugal, Spain,
Sweden, Switzerland and the United Kingdom.
North America: TCS has regional offices in Canada, Mexico and the United States.
South America: TCS has regional offices in Argentina, Brazil, Chile, Colombia, Ecuador,
Peru and Uruguay
III. CHAPTER 3
GUJARAT URJA VIKAS NIGAM LIMITED
The Gujarat Electricity Board was a state owned power utility of Gujarat state. It served
55 million people in a geographical spread comprising a total areaof 196,024 sq.km. In the wake
of reforms in the power sector, the monolithic organization was unbundled into seven
consumer-responsive and market-competitive entities in 2005 – across the power utility value
chain. This included a power generation company, GSECL, with 9 power stations and an
installed capacity of approximately 5000 MW (the total generation capacity grew from 200 MW
in 2005-06 to 1185 MW in 2007-08), a transmission company, GETCO, withapproximately 800
sub-stations and line length of about 33,279 km and four distribution companies (DISCOMs),
with a consumer base of nearly one crore. Gujarat Urja Vikas Nigam Ltd (GUVNL) became the
holding company and is responsible for bulk purchase and sale of electricity, supervision, co-
ordination and facilitation of the activities of its six subsidiaries companies
As a part of Power Reform Process, the Electricity Act, 2003, was passed by the Central
Government and Gujarat Electricity Industry (Re-organization & Regulation) Act, 2003, was
passed by the Government of Gujarat to restructure the Electricity Industry with an aim to
improve efficiency in management and delivery of services to consumers.
Under the provisions of the said Acts Govt. of Gujarat framed the Gujarat Electricity Industry
Re-organization & Comprehensive Transfer Scheme, 2003, (the Transfer Scheme) vide
Government Notification dated 24-10-2003 for transfer of assets/liabilities etc. of erstwhile GEB
to the successor entities.
Accordingly erstwhile Gujarat Electricity Board (GEB) was reorganized effective from 1st
April, 2005 in to Seven Companies with functional responsibilities of Trading, Generation,
Transmission and Distribution etc.
GUVNL is an ISO 9001-2008 recognized company. The companies incorporated are as under:
Company Name Role
Gujarat Urja Vikas Nigam Ltd (GUVNL) Holding Company
Gujarat State Electricity Corp. Ltd. (GSECL) Generation
Gujarat Energy Transmission Corp. Ltd(GETCO) Transmission
Uttar Gujarat Vij Company Ltd (UGVCL) Distribution
Dakshin Gujarat Vij Company Ltd (DGVCL) Distribution
Madhya Gujarat Vij Company Ltd (MGVCL) Distribution
Paschim Gujarat Vij Company Ltd (PGVCL) Distribution
Table 4 (List of GUVNL companies)
The Gujarat Urja Vikas Nigam Limited was incorporated as a Govt. of Gujarat Company. Since
100% Shares in the other six companies are held by GUVNL w.e.f 1st
April, 2005 they have
become Subsidiary Companies of GUVNL as per the provisions of the Companies Act, 1956.
The GUVNL is engaged in the business of bulk purchase and sale of electricity, Supervision, Co-
ordination and facilitation of the activities of its six Subsidiary Companies. The GSECL is engaged
in the business of Generation of Electricity. The GETCO is engaged in the business of
Transmission of Electricity. The UGVCL, DGVCL, MGVCL and PGVCL knows as
DISComs(Distributed Companies) are engaged in the business of Distribution of Electricity in the
Northern, Southern, Central and Western areas of Gujarat respectively.
3.2 GUVNL Function
The Company is mainly incorporated to take over the assets, liabilities & personnel of
the Residual. The Company has to carry out the residual functions (including power trading) of
The Main Object to be pursued by the Company in terms of the Memorandum and
Articles of Association of the Company are as under:
To carry on the business of purchase, procurement, import, sale, supply, export
and trade of all forms of electrical power, conventional and non-conventional, and to
coordinate, enter into association with others in connection with such purchase, procurement,
import, sale, supply, export, trade and distribution of all forms of electrical power and
undertake all connected functions in India and abroad and without prejudice to the generality
of the above, to purchase or procure electricity from generating companies, captive power
plants, Electricity Utilities, Governments, other bodies and organization, trading concerns,
licensees and others, including import from abroad and to sell, supply, trade, export and
otherwise deal in electrical power to the electricity utilities, licensees, Governments, other
bodies and organizations trading concerns and others including export.
To plan, promote, develop and establish an efficient and reliable power trading
system, power exchange and system for transfer of power from the power producers,
generating and transmission companies within India and abroad in accordance with the
applicable laws, rules and regulations and to promote and organize research and development
or to carry on consultancy services in the field of power supply, trading conservation of
electricity and other related activities of the Company.
To carry on the business of construction, management of fuels systems, hydel,
wind and solar resources and to search for, get, acquire, buy, sell or otherwise deal in oils,
gases, coal, coal rejects, fuel oil, naphtha, liquefied natural gas, raw petroleum stock or any
other fuel solid, liquid or gas whether found in natural state or obtained by processing from
other substances and to carry on business of production, working, treating, manufacturing and
preparation of any such or related materials which can be usefully applied for the power
generation of electricity or conveniently be combined with manufacturing, engineering or other
business of the company or any contracts undertaken by the company either for such purpose
or an independent business, subject to approval required, if any, of appropriate authority.
3.3 GUVNL In Brief
Type Public Ltd
Founded Vadodara (1999)
Area Served Gujarat
Services Power Generations, transmission and
IV. CHAPTER 4
GUVNL AND TCS
4.1 The Implementation
Prior to March 2005 the whole electricity department was taken care by the state
government Gujarat Electricity Board (GEB). GEB was responsible for the generation,
transmission and distribution of power across the state.
Then, in April 2005 GEB was broken up and it becomes the public sector unit and the
responsibility of generating, transmitting and distributing came to the different vendors.
Presently Gujarat Electricity Corporation Limited (GSECL) is the power generating company.
The government of Gujarat has given the independent status of Independent Power
Producers (IPP) with approval to take the new power projects. The company was promoted
erstwhile Gujarat Electricity Board (GEB) as its wholly owned subsidiary in the context of
liberalization and as a part of efforts towards restructuring of the Power Sector.
After generating the power GSECL sells this power to the Gujarat Energy Transmission
Limited (GETCO). Then GETCO sells the power to the 4 DISComs
UGVCL: Uttar Gujarat Vij Company Limited
MGVCL: Madhya Gujarat Vij Company Limited
DGVCL: Dakshin Gujarat Vij Company Limited
PGVCL: Paschim Gujarat Vij Company Limited
As GSECL and GETCO does not transmit the power, the main transmission losses occurs in
these 4 DISComs only. The losses of the power occurs mainly this 4 DISCOMS. The losses
occurs mainly in two ways
Previously, prior to 2005 this was monitored by GEB manually and it was difficult to track and
find exactly from where does the power is been diminishing. But after that when DISComs
While transmitting from the power station to the transmitter due to
the heat and resistance (I2R losses)
And the most important is the power theft by the public ( The
power is theft in various ways- the most important is theft in the
rural side and in agricultural
was formed the government asked the state electricity company to take the help of IT to track
the power losses. So for this power TCS is assigned the task and the aim of the government
was to reduce the power cut from 60% to below 15%, at presently in 2012-13 the power loose
is 24% average of all 4 DISComs.
GUVNL chose TATA Consultancy Services (TCS) as its e-Urja technology partner in the first
contract. “TCS, with its rich experience in the energy and Utilities (E&U) space, contributed
immensely towards conceptualization, application, training and management of the e-Urja
program - making it the first of its kind among state-owned power utilities in India,” says Mr.
R. MukeshPuri, IAS, MD, GUVNL.
Studying the existing business processes and practices and blueprinting them to align with
“GUVNL and its subsidiaries are the first to implement complete ERP, making it unique among
state-owned utilities in India.”
Effective change management program involving more than 50,000 employees helped in the
success of the e-Urja project across all the subsidiaries of GUVNL. TATA CONSULTANCY
SERVICES CUSTOM SOLUTIONS GROUP global best processes of ERP along with localizations
and customizations involved a large pool of close to 200 people.
The IT landscape consisted of more than 100 high-end servers and 60 TB of storage housed at
Vadodara in a state-of-the art data center. More than 12,000 desk-tops across the state were
connected over a dedicated point-to-point optical fiber network ensuring enterprise-wide
connectivity, with 99 percent availability covering all active locations. In order to ensure
seamless network connectivity, a dedicated Wide Area Network (WAN) and LAN consisting of
more than 900 leased line circuits and 600 dial-up connections were set up. The data center
adequately caters to the volume, security and redundancy imperatives for business
continuity. TCS also had to ensure that all the legacy processes were retired, whether
automated or otherwise, to ensure comprehensive adoption of the new system.
GUVNL has benefited with the real-time inventory position being made available for all
items across the company.
This has helped GUVNL to significantly reduce access procurement using an effective
monitoring and controlling system.
It now has the ability to generate various inventory reports on stock of key items.
It can also get an analysis of insulated overhead cables like Aerial Bunched Cable (ABC)
and FSN (Fast, Slow and Non-Moving Item) which helps the utility company make
GUVNL now receives revenue and cash-on-hand information for all business
establishments across the company. This enables the utility company to monitor its
financials. It has also benefited from increased availability, reliability and productivity of
assets combined with reduced cost associated with maintenance, procurement,
transmission, distribution and customer service.
V. CHAPTER 5
RESTRUCTURED ACCELERATED POWER
DEVELOPMENT ANDREFORM PROJECT
The Govt. of India has proposed to continue R-APDRP during the XI Plan with revised
terms and conditions as a Central Sector Scheme. The focus of the programme shall be on
actual, demonstrable performance in terms of sustained loss reduction. Establishment of
reliable and automated systems for sustained collection of accurate base line data, and the
adoption of Information Technology in the areas of energy accounting will be essential before
taking up the regular distribution strengthening projects.
5.2 Program Coverage
It is proposed to cover urban areas - towns and cities with population of more than
30,000 (10,000 in case of special category states). In addition, in certain high-load density
rural areas with significant loads, works of separation of agricultural feeders from domestic
and industrial ones, and of High Voltage Distribution System (11kV) will also be taken up.
Further, towns / areas for which projects have been sanctioned in X Plan R-APDRP shall be
considered for the XI Plan only after either completion or short closure of the earlier
5.2.1 Proposed Scheme
Projects under the scheme shall be taken up in Two Parts. Part-A shall include the
projects for establishment of baseline data and IT applications for energy
accounting/auditing & IT based consumer service centres. Part-B shall include regular
distribution strengthening projects.
The activities to be covered under each part are as follows:
Part - A:
Preparation of Base-line data for the project area covering Consumer Indexing, GIS Mapping,
Metering of Distribution Transformers and Feeders, and Automatic Data Logging for all
Distribution Transformers and Feeders and SCADA / DMS system (only in the project area
having more than 4 lacs population and annual input energy of the order of 350 MU). It
would include Asset mapping of the entire distribution network at and below the 11kV
transformers and include the Distribution Transformers and Feeders, Low Tension lines, poles
and other distribution network equipment. It will also include adoption of IT applications for
meter reading, billing and collection, energy accounting and auditing, MIS, redressal of
consumer grievances, establishment of IT enabled consumer service centers etc. The base
line data and required system shall be verified by an independent agency appointed by the
Ministry of Power. The list of works is only indicative.
Part - B:
Renovation, modernization and strengthening of 11 kV level Substations,
Transformers/Transformer Centers, Re-conductoring of lines at 11kV level and below, Load
bifurcation, feeder separation, Load Balancing, HVDS (11kV), Aerial Bunched Conductoring in
dense areas, replacement of electromagnetic energy meters with tamper proof electronics
meters, installation of capacitor banks and mobile service centres etc. In exceptional cases,
where sub-transmission system is weak, strengthening at 33 kV or 66 kV levels may also be
5.3 The Objectives of R-APDRP
The main objectives of R-APDRP are as under:
Who will fund the power sector projects under R- APDRP?
Power sector projects are funded by Ministry of Finance, Government of India under the
advice from Ministry of Power. The payment would be channelized through a designated
agency as identified by MOP for smooth implementation of the program.
Procedure for release of Funds under R-APDRP
The Projects schemes appraised by NTPC/POWERGRID are put up to APDRP sub monitoring
committee of Ministry of Power. On advise of Ministry of Power, Ministry of Finance
releases the funds to respective states for the approved projects under APDRP in
accordance with the procedure for disbursement as given below.
Improving financial viability
• Reduction of T&D losses to around 10%
Improving customer satisfaction
Bringing Transparency through computerization
• Increasing reliability of power supply
• Adopting systems approach with MIS
25% of the RAPDRP amount- up front on approval of project under RAPDRP and on issue
of sanction letter by the Financial Institutions.
Release of matching fund by financial institutions (FIs)
After Spending 25% of the project cost (i.e. 25% APDRP + 25% of loan component from
FIs), 50% of the APDRP amount would be released.
Progressive release, the balance 50% of the APDRP amount by FIs
After spending 75% of the project cost (i.e. 75% RAPDRP + 75% of loan component from
Balance 25% of the APDRP amount will be released.
Progressive release of the balance 25% of the RAPDRP amount by FIs.
The role of NTPC and Power Grid under R-APDRP
Advise and help SEBs/Utilities in preparation of DPRs and wherever requested
specifically by utility, they shall prepare DPR for states as consultant.
Assist SEBs/Utilities in prioritization of schemes for urban areas in distribution circles
and ranking of projects for improvement in revenue collection and increase in customer
Assist Monitoring committee for review of techno economic appraisal of the DPR
prepared by utilities.
Assist MOP in prioritization of available funds to be allocated to states/Utilities under
Monitor periodically the physical and financial progress of various distribution circles for
which APDRP funds have been allocated and disbursed.
Advise MOP in devising guidelines for uniformity of approach in preparation and
evaluation of project proposals and disseminating information on best practices under
What are the measures taken to reduce the technical loss reduction under
The following are the measure
a. -Installation of capacitors at all levels.
b. -Re-conducting of over loaded section.
c. -Re-configuration of feeder lines & distribution transformers so as to reduce the
length of LT lines.
d. -Make the system less LT oriented by installation of smaller size energy efficient
distribution transformers so that each transformer supplies power to 10 to 15
e. -Development of digital mapping of the entire assets of distribution system.
f. -Computerized load flow studies so that investments could be undertaken for long-
term strengthening of the distribution system.
VI. CHAPTER 6
MODULES OF R-APDRP PROJECTS
The main purpose of R-APDRP project is to:
To reduce T&D looses
To bring about commercial viability
To reduce outage and interruption
To increase consumer satisfaction
6.1 R-APDRP is split in to 9 modules
The lists of modules are as under:
DMS(Data Management System)
GIS (Geographical Information System)
MDAS (Meter Data Acquisition System)
Master Data Management
CA Service Desk
IAM (Identity Access Management)
MIS( Management Information System)
The detail explanation of each of this module is as under:
6.2 Consumer WEB Portal
Through Consumer Web Portal a customer after sign up and login in to his account can
either go to any of the above four blocks for his assistance as required.
The detail explanations of each of these are given as under:
Service Request contains the following information
This helps the customers to file the request regarding the new connections. The
consumer has to file the Service Request Information which contains:
Service Request My Applications
Manage Profiles Insights
• New Connections
• Change Name
• Change Load
• Check Service Request
LT New Connection
• LT Temporary Connection
Time Limit Extension of Temporary Connection
In LT new Connection consumer can file
The same has to be done for the LT temporary connection
Disconnection: If the customer wants to disconnect his connection either for
temporary or permanently he can go with this facility provided by the portal.
This is divided separately for the permanent and temporary disconnection. The process
is same for both these facilities. The customer has to filed details of his/her Customer
No., Consumer Name, Address and Consumer Type.
Change Name: The customer can use this facility for either
It is further categorized as under
If a LT customer wants to change the load of his house/shop he can do it directly with
this facility. Same is applicable for the HT customer as well. And if the LT customer
LT Change of Name
• Here the customer can apply for the correction of his/her name
LT change of Catergory
• If he wishes to change from the domestic to industrialist or
agricultural to industrial or any of these categories, he can use this
LT Change of
wants to change the name without changing the load he can do it with the sixth facility
available in the change load category.
This is applicable for the agricultural department. Either they want to Connect without shifting
or change the connection with the name change
This is applicable for the agricultural department. Either they want to
Connect without shifting
or change the connection with the name change
Check Service Request Status
The customer can see the status of his service with this link. This can be either done by
selecting and submitting Consumer No, Service Request No., Application No., and Online
Request (for registering the new request).
Another is the My Applications request
Here the consumer can either lodge the complaint, or find the status of his previous complaint,
or can view the previous billed paid and outstanding of the bill amount.
In this customer can have following information:
LT Line Shifting
LT Line Shifting
•Customer Care Request
Customer Care Service:
Through this either customer can report a complaint and search for their complaint
status. It contains
In new complaint registration application customer can register the complaint regarding
The customer has to add the details of his complaint in the Complaint Description box
with providing his contact details and Email id for the reference. The consumer number
is generated after that and the consumer has to keep with him.
Report Power Failure
In report failure problem the customer can contact in any of the 4 circle offices of
Or can call on the toll free number 1-800-233-155335, or can go to the nearest division
or sub-division office.
Modification in Connection Load
Service Line Replacement
Complaint Status Search
Here the consumer can check the status of his complaint.
6.2.1 Consumer Portal Summary
The Consumer Portal is basically a user portal which is available to all the users and for
It is helpful for the consumers and the users in the following ways:
The consumer can ask for the setup of the new connections
Online bill payment
Search the past history viz. for bills paid, service request, unit consumed in the past
Service request viz. category changed(from residence to commercial or vice versa), a
new connection line
6.2.2 The Consumer Portal is an Oracle Product
DISCom uses the following Oracle Product for the Consumer Portal
The main use of the portal is used to UI interface
Oracle Web Cache
Cache Oracle DB
Oracle Web Cache
6.3 GIS (Geographical Information System)
A Geographic Information System (GIS) is a system designed to capture, store, manipulate,
analyze, manage, and present all types of geographical data. The IT enabled environment at
EMC( Energy Management Center) can help in revenue protection activity, improving
reliability, energy audit, network improvement etc. for better operational functioning of
The GIS functions as under:
If in a society in a town there are 100 connections which are going from DTR to the various
houses, and the maximum capacity of the DTR is also of 100 connections. Then some new
connections if added, but the capacity of the DTR to handle the connection increases so it is
necessary that an extra supply line must be added to the DTR, or in case traffic exceeds
beyond certain limit an extra DTR is added.
So that data must be track through the GPS system to find the correct information regarding
how many more connections are added. The extra connections added are called as 'Delta
connections which must be updated on MDAS side, which is explained later.
If supposed the power transmitted in to the residence society in a town is 120KWH then it
must match with both GIS and MIS record at the end, or if the data comes out to mismatch
then it might be possibility that power is loosed or power is theft during the transmission.
The GIS tracks where the meters, feeders and lines are installed over the DISComs.For these
DISComs takes the help of TCS in the IT activities. UGVCL is striving to improve performance
by IT enabling of power distribution activity. For the purpose, the Company has established
Energy Management Center at Gandhinagar which is a major step forward in this direction.
The major activities of Energy Management Center are:
Feeder Meter Data Acquisition
Load Forecasting & Management
Automated Remote Meter Reading of Major Consumers
Power Purchase/ ABT Management
GIS (Geographic Information System) of distribution network
Network analysis and improvement
Consumer Monitoring & Loss accounting system
Centralized Call Centre for consumer complaints
Control Room for disaster management
Forecast the demand of energy accurately
Procure power to meet demand at most economical cost
Manage power demand to availability of power
Ensure high reliability of power supply
Reduce AT&C / T&D losses
Improve consumer satisfaction
The supply of electricity to each and every citizen is one of the most challenging
operations as it involves,
6.3.1 Enterprise GIS – Solution
GIS based Consumer indexing and Asset Mapping:
Today the fundamental issue bonding the practicality of the Indian Power Sector is the
absolute volume of Transmission and Distribution (T&D) losses, other factors that add up are
low productivity, frequent interruption in supply and poor voltages. R-APDRP is aimed at
bringing about sustainable improvements in the operations of the utilities and making them
viable businesses. The reforms have brought about various improvements in operational
structure, commercial orientation, and transparency in operation and overall customer
orientation in several states.
6.3.2 Proposed Solution Overview
The success of any initiative GIS implementation depends on ‘fit’ of the solution to the
organization requirements and its flexibility & adoptability in extending its usage to
various business processes and divisions. The core GIS product and a robust solution
architecture covering that is the key to accomplish GUVNL’s Unified GIS vision.
The solution would assistance GUVNL DISCOMs to:
The proposed solution will also comprise of a centralized unified database on Oracle backed
up with a solution at the disaster recovery site. The proposed solution is a brilliant fit to
support the flexibility and scalability GUVNL DISCOMs visualizes in its GIS system. In addition,
the solution supports the integrated data management and operational mapping needs
required for effective implementation for Electricity Distribution.
Increase billing efficiency
• Reduce T&D looses
Enhance customer service
• To provide integrated and centralized customer management
6.4 Data Management System
The Data Management System unlike Consumer Portal is a local intranet server available only
to the service staff of 4 DISComs who are authenticated to use it.
The main aim of Data Management System is to change the all the documentary forms which
exist on paper previously to change it and stored in the local intranet of 4 DISComs so all the
activities are monitored anywhere in the state and reduced the document and paper burden.
For this DMS uses UCM Oracle
The work of DMS includes:
It has two basically main functions:
For the old consumers:
For the new consumers:
Setting up the
Store it in DMS
The old consumers data were stored in the hard copies
• It is taken by one of the TCS vendors and scan it
He will upload it from the backhand
• Thus the data is stored
Scan and upload the document and stored in the
•This is done by the in charge person at DISCom
6.5 Meter Data Acquisition System (MDAS)
As shown in the figure the power is generated in the Power plant transmits to the
transmission substation is transmitted by the very high voltage line to the power substation.
This power is carried by the transformers to the DP and through that it is feed in the home.
The work of MDAS is to find out the losses from transmission to distribution network.It
checks how much power is sent by the transmission lines and how much power is received at
the distribution channel, thus finding the losses in the transmitting system.
MDAS works on 3 types of software as under
These all softwares’ are monitored by the vendor companies. TCS is also one of the vendors
of DISCom which is taking care of the Server and other two MODEM and SIM are of different
vendors.MODEM is connected by Server via GPRS to track the data, other services and
software may be used but TCS uses GPRS for connecting MODEM and Server. The Server
loads the data and sends it to the MDAS application.
TCS uses the following software and hardware :
FTP ( File Transfer Protocol)
FOTA (Firmware over the air)
Respond to the SMS
Automation(Meter Data, Diagnosis, Events)
Static IP – With Static IP one modem is connected with a particular SIM and only that
SIM and Modem combination will work. If someone removes SIM from the Feeder line
then the whole line would be drop up and power would not be transmitted so that it is
easily detected where the attempt has been made to thief power and SIM.
Missing load survey- In our server data is only maintained for the past 60 days if we
want the data prior to this or if the data is missed or deleted then we can send
command do the MODEM whatever data we need would be send by the MODEM.
In MODEM data is stored in the cumulative form.
As mentioned power is transmitted as
The main work of the TCS is to record what the data has been sent to the DTR by the
transmission company and then record what is deliver at the HT and LT consumers, thus
knowing how much energy is dissipated and loose has occur.
6.6 Best Practices and experience sharing on Meter Data Acquisition System
Under R-APDRP, meter data from System (Feeder, Distribution Transformers and Boundary
points) and HT Consumer meters are captured remotely at Data center and used by various
Software Applications mainly for billing, energy auditing and accounting and decision support
system. During field implementation of Meter Data Acquisition System in various
States/Utilities, it has been observed that ITIAs/Utilities are facing difficulties while
capturingthe meter data & subsequently transferringthe same to Data center remotely
through GPRS Communication media .Problems are being faced in capturing of meter data
and its communication to Data Center, mainly due to large scale deployment/capturing of
data (approximately 50,000 to 1,00,000 data sources for a medium to large state). Also,
Automation of Power Distribution Business Applications in an integrated way is being done
for the first time in the country and therefore GPRS data-link for Enterprise Business
Applications on such a large scale have been put to use for the first time in the country.
A number of towns in different utilities, where GIS and MDAS activities have been completed by ITIA
and the town is connected to Data Center via MPLS link, are unable to start Go-Live operation for
running their business as usual on IT enabled system due to inconsistency in downloading of meter
data from System and HT consumer meters through GPRS modems (varying from 0-90% of Meters for
various towns). The problems were studied by PFC Technical team in association with Implementation
Agencies (ITIAs), GPRS Service Providers and Utilities in a few states.
Thus, TCS uses the above functions and facilities to make the Power reforms goal of the
government successful in the Gujarat State.
VII. PART 2
A SURVEY ON HUMAN
RESOURCE MANAGEMENT AT
TATA CONSULTANCY SERVICES
VIII. CHAPTER -1
HRD MANAGEMENT AT TATA CONSULTANCY
1.0.1 Success of each business organization is be influenced by on its human resource. Money,
material and machines are passive factors; but man with his skill to feel, sense, think,
conscience and plan is the most important and valuable resource. At the same time human
fundamentals are most difficult to be stimulated, controlled and motivated. The future
competition in India will demand high motivational level of its employees.
1.0.2 The Enterprise growth is vital for the economic growth of the country. This is possible
only by maintaining the passion, eagerness and motivation of the employees, which is essential
for carrying out the operations in most effective way. The most fruitful companies, all over the
world have planned and formulated their business strategies to achieve higher productivity by
using potentiality and strength of people.
1.0.3 The basic purpose of human policies is the open concern for the people. Suitable design
of human policies is based on the higher duties and responsibilities, personal and positive
method in the total viewpoint of organizational interest. The world's best companies have
recognized and built their strength with their people only. The employees recognize themselves
with the company they are working for. This also helps in building up their spirit, morale and
espirit-de-cops which develops strength of the company. The culture of excellence thus
cultivated contributes to growth with constancy and continuous enhancement in productivity.
1.0.4 Finding the correct man for the work and developing him into a respected resource is
anvital requirement of every organization. Human resources are capable of amplification i.e.
capable of giving an output that is better than the sum of the inputs. Proper recruitment helps
the line managers to work most effectively in accomplishing the primary objective of the
enterprise. In order to harness the human energies in the service or organizational goals, every
manager is expected to pay proper attention to recruitment, selection, training, development
activities in an organization. Proper promotional ways must also be produced so as to motivate
employees to peak enactment. Thus, workers functions such as manpower development,
recruitment, selection and training, when carried out appropriately, would enable the
organization to hire and retain the services of the best intelligences in the market.
1.0.5 The human resource management (HRM) is very vital in respect of information
technology services than other industrial manufacturing or marketing enterprises. The IT
services are technical in nature and at each stage the human touch is intricate. Therefore it is
well motivated and devoted manpower which is very much indispensible for the
accomplishment of IT industry.
1.1 ROLE OF HR MANAGERS
Some industry observers call the Human Resources function the last backbone of bureaucracy.
Traditionally, the role of the Human Resource professional in many organizations has been to
serve as the regulating, policy of executive management. In this role, the HR professional
served executive programs well, but was frequently viewed as a road block by much of the rest
of the organization. While some need for this role infrequently remains you would not want
every manager placing his own spin on a sexual harassment policy, as an illustration—much of
the HR role is converting itself. The role of the HR manager must be analogous to the needs of
his changing association. Successful organizations are becoming more adaptable, strong, quick
to change direction, and customer-centered. Within this environment, the HR professional, who
is measured necessary by line managers, is a strategic partner, an employee guarantor or
advocate, and a change mentor.
1.1.2 Strategic Partner:-In present day’s organizations, to assured their feasibility and ability to
provide, HR managers need to think of themselves as strategic partners. In this part, the HR
person donates to the development and the achievement of the organization-wide business
plan and objectives. The HR business objectives are made to support the accomplishment of
the overall plan and objectives. The strategic HR representative is profoundly knowledgeable
about the design of work systems in which people prosper and contribute. This strategic
partnership influences HR services such as the design of work positions, hiring; reward,
appreciation, and strategic pay; performance development and appraisal systems; career and
succession planning; and employee development.
1.1.3 Employee Advocate:-As an employee guarantor or advocate, the HR manager plays an
essential role in managerial success through his information about and support of people. This
support includes know-how skill in how to customize a work environment in which people will
select to be interested, contributing, and content. Development effective methods of goal
setting, communication, and empowerment through responsibility build employee possession
of the enterprise. The HR expert helps establish the organizational culture and climate in which
people have the capability, concern, and commitment to serve customers well. In this role, the
HR manager provides employee development chances, employee assistance programs, gain
sharing and profit-sharing plans, organization development involvements, due process methods
to problem solving, and regularly scheduled communication opportunities.
1.1.4 Change Champion:-The constant evaluation of the effectiveness of the organization
results in the need for the HR professional to frequently champion change. Both knowledge
about and the ability to execute successful change strategies make the HR professional
exceptionally valued. Knowing how to link change to the strategic needs of the organization will
minimize employee discontent and resistance to change. The HR professional contributes to the
organization by continually assessing the efficiency of the HR function. He also manages and
guarantees change in other departments and in work practices. To promote the overall success
of his organization, he champions the identification of the organizational mission, vision, values,
goals, and action plans. Finally, he assists in determining the measures that will tell his
organization how well it is following in all of this.
1.2 LEADERSHIP AND EMPLOYEE PARTICIPATION
1.2.1 The main role of leadership is to make a participatory process for employee
participation, to build collective wisdom. Control has given way to teamwork and the old
paradigm of promoting competition and motivating through incentives shifted to creating co-
operation and oneness amongst people. This is a marked shift to build effective teams.
Research has shown that 6 on 10 employees like to work in teams. 87% of all Fortune 500
companies use parallel teams and about 100% of all companies use project teams.
1.2.2 Another feature of leadership if the choice to introduce fun in the work place. Research
shows that this reduces absence and builds stronger, deeper and long-lasting relationships. It is
observed that 69 out of every 100 Fortune companies in the last decade are dead, and only 31
are alive. In a Forbes Magazine study of around 100 companies from '17 to '87, only 39
companies were found to subsist.
Management of Change:-Research has proved that many change models don't consider the
human knowledge during change. The intervening concern seems to be to downsize. It was
found that most change processes go through 4 fundamental phases as under:
People try to struggle or deny change
They adapt, participate in the change
They attempt to add value
The culmination or formation of a new status-quo
1.3 INNOVATIVE PRACTICES IN HR
1.3.1 The Innovative Practices in Human Resources study revealed 12 practices that are
dropping HR costs and improving service quality to employees. Key findings from this included
the need for HR managers to rationalize processes, lower overhead costs, and enable their
sections to advance from transactional organizations to strategic partners in the business.
1.3.2 Practices and technologies include:
Internet and intranet employee services
Strategic human resources
Centralized HR departments and call centers
360-degree performance appraisals
Voice response systems (VRUs)
Resume scanning and Internet recruitment
Automated time and attendance systems
Team policies and development
Business process reengineering (BPR)
1.4 LINKING PAY TO PERFORMANCE
1.4.1 Most Human Resource professionals are familiar with the concept of strategy. There is
much more concentration and focus today on the strategic outcomes of human resource
activity than ever before. The area of reimbursement is no exception.
1.4.2 Pay for performance systems are becoming more and more popular as senior managers
reach beyond the use of reimbursement systems to deliver pay. There is distant interest in
more closely connecting the reward mechanisms to the realization of corporate objectives.
Motivation for superior show is the goal.
1.4.3 In experience, maximum number of organizations will profess to a "pay-for-performance"
philosophy as a keystone of their compensation system. Such a system requires solid grounding
in a clear and documented link between performance and salary increases. Unfortunately, the
link between discrete performance and pay is frequently nonexistent - "merit" pay is a deep
concept in this regard.
1.4.4 A merit system demands that managers be eager to make differences in merit increases
based on performance. But, several factors get in the way of this happening. First, the annual
salary change is typically a small percentage. Giving the better performer 2% more than the
cost of living has little motivation or recognition attached to it. Similarly giving the poor
performers 2% less than the cost of living increase is not that much of a penalty. So many
managers don't make that distinction - it is too much hassle. So everybody gets the same
1.4.5 Second, most performance appraisal systems are after-the-fact appraisals. In other words,
at appraisal time, which is usually toward the end of the year, managers are required to
evaluate the performance of their staff. It means sitting down and trying to reconstruct what
each staff member did, capturing it in a non-threatening way, communicating the evaluation
without a fuss and finally, making a merit increase recommendation. Sound like a familiar
pattern? It is a process that repeats itself year after year.
1.4.6 The end result is usually a lot of avoidance behavior. Managers avoid the appraisal
process like the plague. Although employees profess to want to "know where they stand" they
often take issue with the appraisal. Besides, they don't listen to the evaluation, they wait until
the penny literally "drops". "What is my rating and how much do I get?" is a constant theme in
merit systems where salary decisions are tied so closely with the appraisal process.
1.4.7 You might well ask is there any way out of this mess? The answer is fortunately yes.
Organizations that are the best and want to separate themselves from the rest, are turning
away from the merit system and toward an annual incentive system, particularly for middle and
upper management positions but increasingly for teams and individuals lower down in the
organization as well.
1.4.8 They are adopting a system of annual incentive bonuses linked directly to the
achievement of corporate and individual objectives in three specific areas. The areas are
corporate revenues and gains, cost containment and behavioral changes. The first two areas
are quantitative and the third area, which is gaining in importance, is qualitative in nature, and
has a great deal to do with building managerial and individual competence.
1.4.9 Why Is This Transition Occurring? :-Well, there are many challenges facing businesses
today and these challenges are driving them to find better ways of linking pay and performance
to the achievement of corporate results
1.5 OBJECTIVES OF STUDY
1.5.1 Following were the objectives of the study:-
To enlist emerging HR trends in Indian IT Industry (TCS)
To review works and research done in this area.
To find out lacking areas regarding the HRD in IT sector.
To measure the insights of IT sector employees in respect of application of HRD in their
To suggest the actions to fill the gaps and improve motivation and inspiration level of
employees and HR management in IT industry.
1.6 RESEARCH METHODOLOGY
1.6.1 The study was examining in nature. The survey was taken by examine the employees of
TCS at Infocity.
1.6.2 In order to measure the employees’ perceptions of emerging HR trends in IT organization,
the survey TCS was a better sample of survey. The survey was based on structured
questionnaire. The questionnaire was mainly based on objective type close-ended question, but
few open ended questions were also composed.
1.6.3 The questionnaire was administered in person to the extent possible and around50+
respondents were selected among the executives and staff working in TCS. The convenient
random sampling technique was used for the selection of the respondents.
1.6.4 Finally, the outcomes of the survey has been presented in Tabular form, examined and
interpreted to meet the essential needs of this project study and presented in Report form
IX. CHAPTER -2
HR TRENDS IN IT INDUSTRY
2.0 HR IT SCENARIO
2.0.1 The web is altering the HRD landscape beyond recognition. The key to corporate
success in the fast changing information era is ‘thinking on your knees’
2.0.2 What is this thinking on your knees?
Generally a HR person knows well what is ‘thinking on your knees?’ Generally as a HR
person you know what the situation is and function from there. A moving is required in
your decision process with questions like why, how and when and not just what. At this
point you operate on your knee i.e. with far more dynamism and with a lot more
effectiveness than thinking on your feet.
2.0.3 Points to note: The following points are important and must be properly
a. People have a great deal of informational knowledge to share to the
b. People desire opportunities to effect change, not just being projected to change.
c. Organizations are required to create awareness amongst their employees about
their vision and then empower them to act on that vision.
d. Establishing a sense of urgency well ahead of the problem surfacing.
e. Form inter-functional core group. Encourage the group to work together as a
f. Plan and create short-term win goals – reward employees and recognize
g. Consolidate improvements through a knowledge base driven system and
institutionalize established new methodologies.
2.1 4 R’s of HR in IT
Recruiting Retaining Retraining Restructuring
Signing Bonus Retention Bonus Job Rotation Broad Job Descriptions
Alumni- connections Project pay Team Assignments Job Flexibility
Non-techs Telecommunicating Skill Inventories Flexible compensation
Students Externs Competency
Fresher - Interns Job Sharing Certifications
Misalignment (Ramping up/Ramping down)
Treating everyone the same
Navigating the administration
2.1.2 WHAT OTHERS ARE DOING
Pooling recruitment efforts
(On-the-spot hiring, broad banding, etc.)
Identifying tech skills in all jobs/people
2.1.3 RETENTION FACTORS
Quality of boss
Direction of department
Exposure to new technologies
Confidence in the company
Access to capital resources
Caliber of co-workers
Ability to influence department success
2.1.4 TAKING THE LEAD
See themselves as problem-solvers
Development critical skills and competencies in ourselves, then others
Build compensation around results not tasks; competencies, not seniority
Involve everyone. Constantly align and balance resources to meet changing
2.1.5 THE CRISIS
Shortage of IT workers
Compensation stock options, profit sharing, incentives
Recruiting sign on bonuses
Reduced cycle time for hiring
Campus/ job fairs / referrals/ internet
Career improvement programs
2.1.10 KEY SUCCESS FACTORS
What they want
Long term perspective’
X. CHAPTER – 3
3.0 SURVEY BACKGROUND
3.0.1 HR management gets best out of its employees to meet the organization’s goals.
And employees are the best judge of the HR policies of any organizations. IT
sector is very fast growing industry in India and HR requirements of Indian IT
Industry are quite different from traditional industrial sectors. A major
characteristic of modern socio-economic development has been the increasingly
dominant role of service sector .and IT belongs to service sector. So, its HR needs
must also be properly identified.
3.0.2 Indian IT sector is contributing a large in employment and foreign exchange. A
developing country like India can ill afford continued conflict ridden; rigid and
litigation oriented Industrial Relations. What employees perceive about the
emerging HR trends of the IT organisations has been measured.
3.0.3 To measure the success and failures of emerging HR trends of Indian IT Industry a
structured questionnaire was designed for this purpose. The questionnaire
included both open ended and close ended questions. The questionnaire used is
placed at Appendix "I". The procedure adopted for data collection was
interview with the employees randomly selected from IT organisations to the
extent possible and also through mail. . The responses given by the respondents
were recorded on the questionnaire. The views expressed by the respondents
has been analyzed in the succeeding paragraphs. About 100 respondents were
selected by convenient random sampling technique.
The survey was conducted in TCS department through the feeling of questionnaire in
the various departments of the TCS at Gandhinagar.
The survey was done by taking the sample size of 52 employees of TCS. All the data was
separated in an excel sheet and then converted to real time figure based on the
secondary research on the number of smart phone users in India to get a real time
estimate of the survey.
3.1 RESPONDENCE PROFILE
The main feature of the employees randomly selected sex wise, education–wise, and
type of functions wise has been provided in detail as under.
The randomly selected survey in content there were 62% male and 38% female.
The IT industry requires higher level of education standards, both non-technical and
technical. The education qualification wise distribution of the employees who agreed for
responding to our questionnaire has been given below in Table 3.1.
RESPONDENTS PROFILE - EDUCATION-WISE
Respondent’s Qualification % OF RESPONDENTS
Non Tech Graduate 4%
Non-Tech Post Graduate 9%
B. Tech/B.E 31%
M. Tech/M.E 4%
Others(M.C.A.+ C.A) 19%
3.2 WHETHER HR NEEDS OF INDIAN IT INDUSTRY ARE DIFFERENT
Through the Question No. 4 of the questionnaire the respondents were asked to
comment whether the HR needs of Indian IT industry are different from traditional HR
Management systems. It was a direct question in Yes/NO/No comments format and IT
professionals selected for survey were asked to tick one of the choices as mentioned. The
responses have been tabulated in Table 2
Respondent’s Observation % OF RESPONDENTS
Can’t Say 33%
3.3 EFFECT OF NEW COMPENSATION METHODS
The IT industry has been devising newer compensation methods like Profit Sharing/
Stock Options etc. to increase employee welfare and retentively. Whether these new
compensation techniques are positively effecting or not was the key point in our next
As per Chart 1 , 46% of the employees opined that newer compensation methods has a
positive effect in IT industry while 19% said that it has a negative effect on employee
welfare. 26% view that it has no major effect and 9 percent has replied in CAN NOT SAY. . In
the initial stages when IT Industry was sunrise it was mostly welcomed by the employees and
when IT industry share prices have gone down. It has a negative effect.
3.4 THE GRIEVANCE HANDLING IN IT INDUSTRY
The respondents were asked if they are satisfied with the grievance handling and how is
the grievance handling is carried out in TCS.
The respondents were given the following choices: Strongly Agree, Agree, No Comments,
Disagree, Strongly Disagree. Here was the respondent’s response.
3.5 THE PRESENT PERFORMANCE APPRAISAL SYSTEM OF THE COMPANY
The respondents were asked about how is the present appraisal system and
policy of the TCS. They have given the option of Agree, Disagree and can’t say for those
who are newly joined with little experience. The following were the responses:
The respondents were asked that how many leave they take in a month. They
have given the choice of Nil, Once, Twice, More than twice. Most respondents told that
they take no leave.. Here is a table of the absenteeism.
Respondent’s Observation % of Respondents
3.7 THE MAIN REASON FOR THE ABSENTEEISM
The employees were asked that what the main reason for the absenteeism was.
With the choices as mentioned in the table.
Respondent’s Observation % of Respondents
Health Problem 60
Working Environment 8
So, on using chi square relationship it was deducted that
H0: There is no relation between gender and reasons of leaves.
H1: There is a significant relationship between gender and reasons of leaves taken.
Significance value of chi square = 0.031
Hence, null hypothesis is rejected. There is a significant relation between gender and reasons of
Female 4 5 1 0 10
Male 0 9 5 2 16
Total 4 14 6 2 26
The statistics show that apart from the health issue the major problem in the female is
their personal commitments, where as for male the second highest is for Stress. So TCS
can introduce Stress relief camps every weekly or on monthly basis for males. So that
the stress could be minimize.
3.8 PERFORMANCE FEEDBACK
The respondents were asked that if they get any formal feedbacks of their work
from the senior authorities. The majority of the respondents answer positive with 88%
told that they are getting the formal feedbacks. Only 12% employees’ said no.
3.9 APPRAISAL PROBLEM
This was an open ended question regarding the appraisal problem which the
employees find. The respondents were allowed to answer the question on their own.
The majority of the respondents told that the lack of “1-1 discussion” is not taking place
in the TCS. So they are unable to find their faults and errors and improve the
3.10 WORK RESPONSIBILITIES
About the work responsibilities, the employees were asked that how many are
aware of their work and the responsibilities. The respondents were given scale to rate it
from Well Clear to Don’t Know. The responses were as under:
The majority of the respondents were well to fairly cleared of their responsibility
3.11 INCREASE OF RETENTIVITY IN IT INDUSTRY
The respondents were asked that how the retentivity in Indian IT industry can be
increased, with the following option: whether to increase Wage Rate to International
Level, Increase Profit Sharing, Increase Foreign Posting or else apart from these other.
The following were the responses:
And majority of the employees think that their wages are not given up to the
international standards so they must be given wages as per international level and other
also feel that the profit sharing must also be increased.
3.12 THE NEED OF SEPARATE LAWS AND REGUALTION IN IT INDUSTRY
The respondents were asked if Indian IT industries need a separate laws and
rules. More than 50% of the employees feel that there is a need of separate laws and
rules in IT industries. The Pi-chart shows the response.
Increase Foreign Posting
Increase Wages To Interantional
Increase Profit Sharing
3.13 TRADE UNION OR MANAGEMENT IN INDIAN IT INDUSTRIES
The respondents were asked whether the Indian IT industries need a trade union
or management to look after the employees’ interest in a best possible manner, with the
options of no trade union, single trade union, multi trade union or a welfare association is
sufficient. The following were the responses as shown in pie chart.
Hence, it can be concluded that Emerging HR trends of Indian It industry are
quite different from the old economy industry. India is considered one of Super Power
in Information Technology and allied fields. Majority of world leaders in IT sector are
outsourcing their requirements from Indian IT Industry and recruiting Indian IT
Hence, the Indian Government must allow the Industry to meet international
competition and desired environment in respect of Labor Laws and financial rules must
be liberalized for this Indian IT Industry.
Moreover, HR managers in Indian IT Industry must keep the sensitive nature of IT
professionals and state of greater opportunities outside in mind for devising HR policies
for their organizations China is also entering this area vigorously and Government of
India must help Indian It industry to meet this challenge.
1. Are you a male or female?
2. For how many years are you working with TCS
0- 1 years 1-2 years 2-5 years > 5years
3. What is your education qualification?
Non Tech Graduate Non Tech Post Graduate
B.Tech/B.E./B.C.A M.Tech/M.E. M.B.A. Other
4. Whether the HR needs of Indian I.T. industry is differ from traditional H.R.
Yes No Can’t Say
5. Whether the I.T. industry has positive attitude towards its Employees?
6. Whether the grievance handling is done properly in Indian I.T. industry?
Strongly Agree Agree No Comments Disagree
7. Are you satisfied with the present appraisal of the company?
8. How often do you remain absent during a month?
Nil Once Twice >Twice
9. What according to you is the main reason for employees absent?
Health Problem Stress Work dissatisfaction
Working Environment Other- Please
10. Do you get any formal feedback about your performance?
11. What are the appraisal problems that you found?
12. Are you clear about your job responsibilities?
Well Clear Good Fairly Clear Don’t Know
13. How can retentivity can be increased in TCS ?
Increase Wages to International Level Increase Profit Sharing
Increase Foreign Posting Other- Please Specify-
14. Is there any need of any separate Labor laws and Regulation Rule in the IT
Yes No Can’t Say
15.Whether Indian I.T. industries need a trade union or management to look
after the employees in a best possible manner?
No Trade Union Required
Single Trade Union throughout the Country
Multi Trade Unions
Only Welfare Association