Report of Indian Institute of Public Administration ... - Ministry of Power

National Report (Vol.-II)
Study on ‘Impact of Restructuring of SEBs’
6.4.6 The major findings and recommendations of consultants of Group-1 States,
would be useful as guidance material for the senior officials of the State
Governments and Utilities of both Group-2 and Group-3 States. Accordingly,
these may be made available through a designated agency for use of such
officials, subject to the confidentiality clauses and agreements stipulated by the
authors of such Reports.
6.4.7 Since States may find it difficult to mobilise the required finance for availing
such assistance, it is only appropriate that the MoP must help to find resources
for the same.
6.5 Human Resources Development Issues
6.5.5 The restructuring process and methodology should devote adequate attention to
the various sensitive issues likely to arise in the course of reorganisation of the
cadres and should provide for elaborate manpower planning. There is a need to
take the staff representatives into confidence and educate them on the
imperatives and merits of restructuring the Electricity Board and the
opportunities, which would be thrown open for their career advancement. Apart
from entering into well-structured Tripartite Agreements with the staff
representatives, the restructuring scheme should also provide adequate
incentives to encourage the staff to get integrated with the restructured
companies. Competent consultancy support from HRD specialists should be
provided to the managements of the restructured companies to put in place
appropriate personnel policies, which would enhance productivity.
6.5.6 In developing the HRD Policy, representatives of staff associations/unions
should be taken into confidence. The objective of the policy should be to
enhance the morale and motivation of the employees at all levels by inculcating
professionalism and by securing the loyalty of the staff through training and
confidence building measures. The policy should safeguard the past and future
terminal benefits and also the career progression of the staff of the restructured
companies.
6.5.7 Right-sizing of the Staff and Strengthening the Managerial Cadres
The poorly managed Utilities should adopt the norms as followed in bettermanaged
companies in the power sector. Simultaneously, middle and top
management levels should be strengthened by induction of professionals. This
right-sizing exercise should be undertaken without hardship to any employee.
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