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C.P. Jain, Managing Director, NTPC, spoke to BT's Ashish Gupta: How do you train fresh recruits? NTPC has elaborate training programmes for its incumbent executives. Not only do they go through rigorous classroom training at the Gurgaon-based Power Management Institute set up by NTPC, they also put in stints at various departments and plants in the course of their year-long training programme. So, trainees are familiar with our needs, systems processes and also our long-term goals. There is a continuous on-the-job training for all employees-there is also a compulsory seven-day training for all officials; this includes overseas training programmes for senior managers. How do you motivate workers? The best way to motivate anyone is to let him/her know that performance will be rewarded. Thus, as an executive rises up the organisational ladder, the weightage for performance gradually increases while that for seniority decreases. In fact, for people at the deputy general manager level and above, no weightage is given to seniority at all. We also have a number of platforms to develop a culture of participation through what we call "quality circles". Here, employees are not only allowed to suggest new ideas (in relationship to their responsibilities) but also given the freedom to implement them. An individual needs not just money, but also good growth prospects, a great working environment and a sense of belonging. We try to foster that kind of feeling in the organisation. How did NTPC deal with the sudden resignation of K.K. Sinha, former Director, Human Resources Development? Do you have a system in place to replace key personnel who leave? If a senior executive leaves the company, it is obviously a loss. However, it helps if the organisation is prepared for such an eventuality. After all, everyone has to leave sometime or the other. Fortunately, NTPC has lot of depth in its human resources and, hence, can face up to such losses better than most other companies. You see, we consciously groom employees to take on higher responsibilities. And, look at it from the point of view of existing employees-if they know that no outsiders will be recruited in case of a churn, that slots left vacant by departing superiors will be filled from within their ranks-then motivation levels down the line will be that much higher. So, some amount of churn is good for the organisation.
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