The document provides information on nurturing capabilities at Essar Power. It discusses developing self and others through delegating responsibility, giving and receiving feedback, and continuously improving oneself. It also covers enhancing and sustaining performance by supporting individual contributions and developing skills. The document notes Essar Power has 700 employees with an average age of 28. Programs to nurture employees include Aagman for induction, Power Proficiency for training, mentoring circles, and town halls for recognition. Locations and generation capacities of Essar Power plants are also listed.
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The document provides information on nurturing capabilities at Essar Power. It discusses developing self and others through delegating responsibility, giving and receiving feedback, and continuously improving oneself. It also covers enhancing and sustaining performance by supporting individual contributions and developing skills. The document notes Essar Power has 700 employees with an average age of 28. Programs to nurture employees include Aagman for induction, Power Proficiency for training, mentoring circles, and town halls for recognition. Locations and generation capacities of Essar Power plants are also listed.
The document provides information on nurturing capabilities at Essar Power. It discusses developing self and others through delegating responsibility, giving and receiving feedback, and continuously improving oneself. It also covers enhancing and sustaining performance by supporting individual contributions and developing skills. The document notes Essar Power has 700 employees with an average age of 28. Programs to nurture employees include Aagman for induction, Power Proficiency for training, mentoring circles, and town halls for recognition. Locations and generation capacities of Essar Power plants are also listed.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online from Scribd
The document provides information on nurturing capabilities at Essar Power. It discusses developing self and others through delegating responsibility, giving and receiving feedback, and continuously improving oneself. It also covers enhancing and sustaining performance by supporting individual contributions and developing skills. The document notes Essar Power has 700 employees with an average age of 28. Programs to nurture employees include Aagman for induction, Power Proficiency for training, mentoring circles, and town halls for recognition. Locations and generation capacities of Essar Power plants are also listed.
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Essar Capabilities in Action:
Nurturing Essar Power
Group- Chanakya Ramesh Nivash Raunak Mahata Dinesh Gehani Hamir Andhare Theory Nurturing in Essar
Developing Self / Others Enhancing & Sustaining
performance • Delegates responsibility • Supports contribution of individuals • Works with others • Develops skills of individuals • Gives & receives feedback • Creates healthy climate • Personally committed • Assesses each person’s area of • Continuously improves self/others expertise • Provides challenging tasks • Empowers others • Holds development discussion • Invites inputs • People builder • Shares ownership
HR data in Essar Power Persons met
Employee strength – 700 Yogita Shetty - Team HR, EPOL Average age of employees – 28 yrs Rajdeep Barot - Team HR, EPOL Mentoring styles in Essar
Upwards Mentor Show More experienced leaders who Me can help us grow or gain Teach perspectives Me External Mentors Coach Outside friends who can relate to Me understand Downwards Mentor Mentors from below subordinates Release who can also teach us something Reproduce Me Me Internal Mentors Peers who can relate or understand
Imp mentoring principles
You cannot mentor someone who is not willing to be mentored You can only invite a person to a mentoring relationship Mentoring relationship are always two way, give and take Mentoring must have a structure Essar Power India`s 2nd largest private sector power producer World class consistent system, process and operations Diversified on fuel and customer concentration Modular and scalable business model
Location capacity (MW) COD
Hazira 515 Oct 1997 Bhander 500 Oct 2008 Vadinar 120 May 2008 Algoma 85 Jun 2009
Location capacity (MW) COD
Vadinar 890 Q3 2011 Total capacity Salaya 1200 Q2 2011 : 1,220MW Mahan 1200 Q3 2011 Under construction Paradip 120 Q2 2010 : 4,880MW Hazira II 270 Q4 2012 Under development Tori I 1200 Q4 2012 : 5,370MW Nurturing –Essar Power
Buddy Dost Bol Bindas
Mentor Knowle-dge PoweritE –
Mentee Meet Circle connecting People
Power Sparsh Proficiency Program
Rewards & Town Halls Campus Recognition Connect
Aagman Fun @ Work
Essar Power - Nurturing
• Aagman Induction • Power Proficiency • PPP Bridge
• Performance contract Employee • Mid year review Development • • Employee development plan Individual learning plan
• Knowledge circle Group • Mentor Mentee Learning • • Buddy Program Sparsh Nurturing
Relating capability to Industry Benchmark
Organization Look Out-Learn-Implement-Grow
Capability
Competencies
People Program Criteria's
Fortune Magazine says its the best place to work inNurturing
the world. “Brandz”, It’s the most powerful brand in the world. Developing Enhancing & The name of the company was an accident. Self and A spelling mistake Sustainingmade by the Others Performances
original founders The use of company’s name as a Challenging verb becameIntellectual Providing official in 2006, Creatingwhen the word Healthy Empowering Growth was added to the Oxford English Dictionary tasks Environment • Google uses a policy called Innovation Time Off, where Google employees are encouraged to spend twenty percent of their work time on projects that interest them. • This "Innovation Time Off" has yielded breakthroughs including Gmail, GoogleNews and AdSense. • Company bigwigs say half of new product launches come from the 20% freedom program • Google has a Chief Culture Officer dedicated to keeping the innovative environment alive. No of Wok hours per Total Cost on Innovation Cost Innovation Inflated EBIDTA Employees day@ Rs 1/hr Man Hour @ 20% of time market value every day
10 10 100 20 - - 7300 10000 2700 Nurturing
Movie & Book
Movie Review
Movie Selected
• Kung Fu Panda
1st clip
• A person has to believe that people can grow and develop
• Should try and nurture their growth
2nd clip
• A person should observe people around him closely
• Helps in discovering innovative ways of coaching people
3rd clip
• Everyone can be trained, techniques may differ
• Mentors need to be on the lookout for new ways Book Review
Robin presents four basic tenets for leadership, which he
frames as “Leadership Conversations”, each with a set of five rules. 1. Leadership & Success 2. My meeting with Leadership mentor 3. The sad cost of mediocrity and spectacular reward or leadership mastery 4. The 1st leadership conversation - No title to be Leader (I M A G E ) I – innovation, M mastery, A authenticity, G Guts E ethic 5. The 2nd Turbulent time build great leaders (S P A R K ) S speak with candor, P prioritize A adversity breeds opportunity R responds Vs react K – Kudos for everyone 6. The 3rd - Deeper your relation the stronger your Author : Robin Sharma Publisher : Simon & Schuster, 2010 leadership ( H U M A N ) ISBN : 1439109125, H helpfulness U understanding M Mingle A amuse N nurture EPN : 9781439109120 7. The 4th- to be a great leader, be a great person ( S H I N E ) Length : 203 pages S see clearly, H health is wealth, I inspiration Matter, N neglect not your family E elevate your lifestyle Nurturing: Tips & Traps Developing Self and Others
Tips Traps
• Frequent feedback • Dependent on attitude of
• Assignment of mentors managers • Skill identification and • Insecurity of mind work allotment • Possibility of politicking • Linking of KRAs/KPIs • Formal structure for identification of strengths/weaknesses Enhancing and Sustaining Performance
Tips Traps
• Training and learning as • Mismatch between
per learning style aspirations and actual • Identification of top selection of area of trainers and coaches expertise • Selection of people for • May cause problems if advanced training and person is unprepared to studies take on duties Group Dynamics Thanks
