Carwale Organisational Culture

1. HumanResourceDrivenTurnaround
atNDPL: TransitionfromaPublic
UtilitytoaPrivateEnterprise
GROUP-6
Nitya Tailang- 19DM128
Pooja Rawat- 19DM133
Raja Babu - 19DM152
Rehanshu Vij - 19DM158
Rushabh R Parate - 19DM170
Sai Kiran Ambarapu -19DM175

2. ABOUT NDPL
• Inherited from Delhi Vidyut Board
• Joint venture of:
• Tata Power (51%)
• Government of National Capital of
Delhi (49%)
• Customer Base : 8 Lakhs
• 36% domestic
• 24% commercial
• 34% industrial
• 6% others
• Peak load: 1050 MW
• Coverage: 550 sq. km
• The company is committed to bring down
Aggregate Losses from 53% to 31% in 5 years
and try to expand the load at the rate of 7% to
10%.
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3. INTRODUCTION TO
CASE
• The case illustrates how a NDPL transformed from an
outdated personnel architecture towards an
institutionalized strategic HR system.
• The ultimate challenge was to link the internal customer
delight to external customer delight and business
objective.
• This case is useful for showing how internal change
agents and the active partnership of HR can lead to
greater commitment than compliance with top
management directives
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4. IMPORTANTPEOPLE
• Mr. Sardana - CEO (NDPL)
• Abhay K. Saini - HR head
• Narendra Kumar Jain - Retired Additional Chief
Personnel Officer
• Dev Raj Malhotra - Assistant Personnel Officer -
DVB
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5. CHALLENGES FACED BYSARDANA&
THINK TANK TEAM
In Organization
• No clear cut strategic business objective of the
organization
• Overstaffing
• Electricity theft & Colossal financial losses
• Political interference
• Poor infrastructure
• Corruption
• Generating common consensus among different
Union leaders
Towards Employees
• Dissatisfied and fearful workforce with low
• morale leading to low motivation
• Overstaffing
• No fresh recruitment
• Promotion based on seniority
• Average age of employees is 40
• Salary Disbursement
• Pending cases of compensation fund
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6. CHALLENGES FACED BYSARDANA&
THINK TANK TEAM
Towards Customers
• Poor quality of service
• Widespread Corruption
• Customers had to wait in long queues to pay their bills
• Billing errors were large
• Rectification took days
• Regular power cuts especially during peak hours.
• Dissatisfied customers
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7. PRIORITIZATION OF ISSUES
1) Organizational Issues
• Improve infrastructure
• Operational efficiency and improvement in quality of work
• Establishment of performance oriented culture
• Proper governance
2) Internal Employee Issues
• Performance appraisals
• Boosting employee morale
• Clarity of Roles and responsibilities
• Employee training and development
3) Customer issues
• Properly functioning grievance procedures
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8. ACTION PLAN
 Training and Development
• To improve technical competencies among employees.
 Performance Management system
• Promotions based on performance
• Proper appraisal system to differentiate between performers and non
performers
• Job rotation and job enrichment
 Improving infrastructure
• Upgrade office buildings and machinery such as transformers, grid
stations and wiring network.
• Dedicated grievance department for employees
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9.  Technological Advancements
• Maintaining records for major activities
• Salary payments through banks
• Redesign bill payment process for customers
 Human Resource Management
• Proper Job design
• Promote transparency in work environment
• Increased involvement of employees in the decision making process
 Proper Management System
• Increased involvement of managers/authorities in the work of subordinates
• Proper checks at every level of the organization to spot any discrepancies
• Curbing corruption
• Better communication among employees
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10. ThankYou
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